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Japanese Management in the Low Growth Era
Japanese firms are in the midst of the most protracted economic crisis in their post-war history. The end of the "bubble economy" has led to a long era of low growth. This change in the general business environment has profound consequences for the management and the organization of corporate Japan, as well as for the theory of the Japanese firm. The contributions to this book cover a broad range of subjects, from the strategies and organizational structures to the management of human resources and innovation processes in the 1990s. These changes are systematically commented on by field specialists from abroad, especially Europe, relating the situation in Japan to comparable developments in other countries.
Personnel Literature
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Parental well-being
"Pursuing happiness is not only idealistic, it is the world's best and perhaps only hope to avoid global catastrophe" (Global Happiness Policy Report 2018). With that, the report argues for happiness as overarching policy goal. This volume argues that parental well-being is well qualified to assume a central role for governments of industrially advanced nations that are in need of coping with the challenges of low fertility and societal aging. More than 4000 mothers and fathers of young children in Germany and Japan have been surveyed in regard to their well-being and satisfaction with many aspects related to their work and family lives. The volume brings together 13 scholars to analyze this...
Quality Circles
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Organization Development
French and Bell explore the improvement of organizations through planned, systematic, long-range efforts focused on the organization's culture and its human and social processes. They present a concise but comprehensive exposition of the theory, practice and research related to organization development. The Fifth Edition reflects recent developments, advances and expansions, and research.
Focus China
Despite the dynamic growth of its economy over the last 20 years, China still has a long way to go to catch up with Japan. In commercial and technological terms, Japan is still the dominant economy in East Asia and is still the leading source of product, production and management innovations in the region, especially in the automotive and electronic industries. However, China is closing the gap year by year. The development of bilateral foreign trade, the increase of Japanese FDI and ODA towards China, and intensified financial and technical co-operation illustrate the considerable potential for mutually profitable business. The Chinese market is opening up and Chinese products are increasingly gaining competitiveness in world markets, threatening the incumbent Japanese firms. Japanese and Chinese companies face each other across a changing competitive environment, which is posing new challenges to corporate and business strategies. Within the context of these developments this book looks from different perspectives at how Japanese companies are reacting to the challenges and opportunities offered by China.
Networks and Mobilization Processes: The Case of the Japanese Anti-Nuclear Movement after Fukushima
Environmental disasters or other large-scale disruptive events often trigger the emergence of social movements demanding social and/or political change. This study investigates mobilization processes at the meso level of the Japanese anti-nuclear movement after the nuclear disaster at the Fukushima Daiichi nuclear power plant caused by the Great East Japan Earthquake and subsequent tsunami waves on March 11, 2011. To capture such meso level movement dynamics – which so far have played only a minor role in research on social movement mobilization – the study presents an analytical model based on premises from political process theory, network theory, and relational sociology. This model i...
Adoption of Corporate Social Responsibility by Japanese Companies
Corporate social responsibility (CSR) is a topical issue in many countries. What are the drivers for the global spread of explicit CSR – practices that are demonstrated to the outside – even in countries where companies had addressed CSR implicitly? What catalyzes organizations to adopt CSR and how does their adoption influence other companies’ likelihood to adopt CSR? This book approaches the recent world-wide adoption of CSR practices as part of the global spread of management concepts. The trend to adopt CSR is examined among Japanese companies, because they have rapidly adopted CSR practices in the last two decades. Existing empirical research on CSR in Japan that has focused mainly on anecdotal evidence on a small number of outstanding companies is extended by employing both qualitative and quantitative empirical research methods. Analyzing drivers for the adoption of CSR practices, organizational characteristics of adopting companies, and how increasing adoption influences the likelihood to adopt provides insights into how Japanese institutions and stakeholders facilitated rapid CSR adoption and the process of CSR diffusion.
