The Japanese way of work is notoriously 'different'. But is it Japan or Britain which is the odd man out? This book explores the real differences through a point-by-point comparison of two Japanese factories with two British ones making similar products.
This book examines how organizations can, and should, transform their practices to compete in a world economy. Research results from a multi-disciplinary team of MIT researchers, along with the experiences and insights of a select group of industry practitioners, are integrated into a model that stresses the need for systemic and transformative rather than piecemeal or incremental changes in organization practices and public policy. This integration of research and experience results in an argument for a new organizational learning model--one capable of gaining advantage from employee diversity, cooperation across organizational boundaries, strategic restructuring, and advanced technology. The book begins with a foreword by Lester C. Thurow.
The management of organizational behavior is a critically important source of competitive advantage in today’s organizations. Every organization’s members share a constellation of skills, abilities, and motivations that differentiates it from every other firm. To gain advantage, managers must be able to capitalize on these individual differences as jobs are designed, teams are formed, work is structured, and change is facilitated. This textbook, now in its second edition, provides its readers with the knowledge required to succeed as managers under these circumstances. In this book, John Wagner and John Hollenbeck make the key connection between theory and practice to help students excel as managers charged with the task of securing competitive advantage. They present students with a variety of helpful learning tools, including: Coverage of the full spectrum of organizational behavior topics Managerial models that are based in many instances on hundreds of research studies and decades of management practice Introductory mini-cases and current examples throughout the the text to help students contextualize organizational behavior theory and understand its application in today's business world The ideal book for undergraduate and graduate students of organizational behavior, Organizational Behavior: Securing Competitive Advantage is written to motivate exceptional student performance and contribute to their lasting managerial success.
A Companion to Japanese History provides an authoritative overview of current debates and approaches within the study of Japan’s history. Composed of 30 chapters written by an international group of scholars Combines traditional perspectives with the most recent scholarly concerns Supplements a chronological survey with targeted thematic analyses Presents stimulating interventions into individual controversies
Why is the United States unable to compete effectively with Japan? What explains the inability of American political leaders to devise an industrial policy capable of focusing the energies of American business on the task of meeting the Japanese challenge? How can America emerge from the shadow of the Rising Sun? This book addresses these questions and proposes a controversial decision. To get at the political roots of American economic decline, businessman-scholar William Dietrich puts the disciplined thinking of political philosophy, comparative politics, and international political economy to effective use in analyzing the source and nature of American institutional weakness. Unlike many who have written on U.S.-Japanese relations, Dietrich does not seek a solution a particular new policy or institutional innovation, such as an American counterpart to Japan's MITI. Rather, he emphasizes the systemic nature of America's problems. The failures of management, finance, and politics are interlocking and reinforcing, he shows, and thus a change in the others that spell doom for any partial approach. Most fundamental, however, are the political weaknesses of the system. It is in the basic political inheritance of America, reflected in the very design of the Constitution and the long dominance of Jeffersonian individualism over Hamiltonian statism, that we must locate the roots of American impotence in the face of Japan's challenge. As the problem is systemic, so must the solution be equally wide-ranging. Nothing short of &"fundamental institutional reform,&" Dietrich argues, will succeed in reversing America's downward course. Boasts about the victory of free-market capitalism in the wake of the collapse of the Communist state-directed system are premature and distract attention form the necessary recognition that it is the Japanese combination of the free market with a strong central state and a highly skilled professional bureaucracy that has really proved triumphant in our modern age of advanced technology. Only if we fully understand the reasons for Japanese success and American decline can we begin the arduous but crucial task of reconstructing the American polity to give it the power required to formulate and implement a national industrial policy that can regain for the United States its preeminent place among the world's industrial powers. The alternative, Dietrich describes in a chilling scenario, is a &"Pax Nipponica&" that will find America playing second fiddle to Japan with economic, cultural, and political consequences that will make Britain's eclipse by the United States earlier in this century seem mild by comparison.
The postwar miracle, says John Price, made Japan and its corporations the toast of the global village, with scholars across the United States pointing to Japan as the model for future enterprise. The economic bubble burst, however, in 1989, and Price documents difficulties that have surfaced since that time. In Japan itself, the common self-assessment is "rich country, poor people" and government reports regularly criticize society for being too enterprising. In emulating Japan, Price asks, are we choosing a path Japan itself is rejecting?Price probes the paradoxes in postwar labor-management relations, particularly in the years between 1945 and 1975. Basing his analysis on the history of labor in Mitsui's Miike mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall, the author questions the common interpretation that industrial relations are based on lifetime jobs, seniority-based wages, and enterprise unions. He also asks whether Japanese workers have been genuinely empowered by the developments in recent years. In his description of the rough-and-tumble world of postwar Japanese industrial relations, Price pays particular attention to the Occupation period, the rise of Shunto, the increased industrial conflict prior to 1975, and the transition to generalized labor-management cooperation. Relying on French regulation theory and on Michael Burawoy's concept of production regimes, Price suggests a revisionist interpretation of the transformation of Japan's political economy, offering new insights into the rise of lean production and the quality movement in Japan.
Social Evolution, Economic Development and Culture brings together Ronald Dore's key writings for the first time, making his work accessible across a wide range of social science disciplines. It produces a distinctive perspective with four interlinking themes - technology-driven social evolution, late development, culture and polemics. These are highly topical in the current context of rapid technological innovation and socio-economic change, globalization and accompanying policy choices.