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Considering the frequent changes in market needs, real-time production management will produce huge additional value for manufacturers. As scheduling of shop floor operations is a local and partial decision in enterprises, the distributed local scheduling problems should be integrated at the enterprise level. Since decisions at the shop floor are very valuable, the next generation of production management will be performed as a decentralized system. This paper proposes architecture for scheduling-intensive production management. In the architecture, referred to as collaborative agents for production planning and scheduling, system integration is only achieved by communication among agents, i.e. a system is composed of loose connections between agents. As an implementation method, the paper introduces a standard specification for the communications among agents. The specification is recommended by PSLX, the Japan-based consortium for production planning and scheduling. The paper also shows some emerging business models on scheduling-intensive production management. [ABSTRACT FROM AUTHOR]

Reports on the announcement of Oji Paper Co. Inc. regarding the suspension of the operation of its smallest and oldest machine at its Kure paper mill in Japan.

This paper examines the strategic and structural development of the 100 largest Japanese manufacturing enterprises between 1950 and 1970. Unlike other studies of Japanese business, the author focuses not only on some of the key differences between Western and Japanese firms, such as the emergence of widely diversified industrial groups, but also on similarities. Using the model developed originally by Channon, the author traces the development of diversification in Japan and the emergence of the multinational forms of organization, which, as in the West, prove to be the major strategic and structural forms in Japan by 1970. [ABSTRACT FROM AUTHOR]

In analysing the impact of offshoring on the skill composition, previous empirical studies have established that offshoring firms employ more non-production workers. However, not all non-production workers are highly skilled. This paper disaggregates non-production workers into the following three categories: (i) skilled non-production workers, (ii) unskilled non-production workers and (iii) non-production workers with special skills for offshoring and other overseas business management. By linking our offshoring survey data with firm-level data for Japanese manufacturing firms, this paper finds that the share of skilled non-production workers tends to be significantly high in offshoring firms but that of unskilled non-production workers is not. As offshoring has expanded from production to non-production tasks, this result implies that the distinction between skilled versus unskilled workers becomes critical among non-production workers. Using our unique data on supplier types in offshoring, this paper finds that the share of non-production workers for the management of overseas activities tends to be high in foreign direct investment firms and in firms outsourcing to foreign independent suppliers, but not in Japanese firms outsourcing to offshore suppliers located abroad but owned by other Japanese firms. This difference indicates that coordination burdens are likely to be at least partly mitigated by common languages or shared business practices. These findings suggest that offshoring has different impacts on employment depending on suppliers and the worker's skill. The principal results are confirmed robust even after various firm characteristics are controlled for in panel regressions, though we should not give any causal interpretations. [ABSTRACT FROM AUTHOR]

The mother factory system is said to have broadly diffused the system of international division of labor used by Japanese manufacturers. However, is that truly the case? This paper provides an example of a supplier having a "facade mother factory" to respond to the demands of assembly manufacturer customers. This facade mother factory was not "a unit that continuously supports overseas factories," as defined in prior studies. Instead, it was rather a "mother factory" needed as a facade to provide technical support services for customers, who happened to be Japanese companies. [ABSTRACT FROM AUTHOR]

In this paper we define a line-cell conversion problem that has been reported as a new technical innovation in Japanese industry, and we construct a mathematical model to describe it. By numerical analysis of the model based on simulation experiments, we gain insight into line-cell conversion problems, such as (1) how many cells should be formatted, (2) how many workers should be assigned in each cell, and (3) how many workers should be rested on a shortened conveyor line when a conveyor assembly line is converted into cells, in order to optimise system performance, which is defined as the total throughput time and total labour power. Therefore, the model can be used as an evaluation tool in the case where (i) a company wants to change its production system (usually a belt conveyor line) to a new one (including cellular manufacturing), and (ii) a company wants to evaluate the performance of its converted system. [ABSTRACT FROM AUTHOR]

This paper explores Chinese efforts to join the ranks of the East Asian developing economies of South Korea, Taiwan, Hong Kong and Singapore. It describes Chinese efforts to emulate the Japanese model of industrial management rather than American management schemes, and it notes the compatibilities between certain legacies of Maoist socialism in China's state enterprises and the Japanese model. In particular, the paper traces the development of the Chinese employment system in the state sector. Compatibilities include indications that the Chinese workers could become company men, that they prefer paternalistic managers, that their work responds to appreciation, and that they do not regard management and worker interests as necessarily conflictual. Granted the evolution of greater autonomy for Chinese state enterprises, the paper concludes that an organization-oriented system can develop within Chinese state enterprises and that a shift to a market economy need not be accompanied by a marketoriented employment system. [ABSTRACT FROM AUTHOR]

The main purpose of this paper is to identify current trends and practices that have been influencing Japanese business environment and their consequences to corporate world by conducting a review of existing empirical evidence on this topic. An in-depth review of more than 1,600 articles published in high-quality academic journals in the areas of Business Management, Accounting, Social Sciences, Engineering, Economics, Econometrics, Operations Research Management Science, Psychology, Public Administration, Finance and Decision Sciences was pursued following a multiple-step process. Furthermore, the trends were classified into six categories based on their occurrence frequency and described in detail. These trends involve: reformulating strategic management principles, less lifelong employment orientation and change of traditional HRM practices, raising labour force participation, female participation in management and improving education, use of non-financial performance indicators, decomposition of a large organization into smaller units and opening up to outside influence. Each of the categories contained specific practices that interacted with each other, shaping and giving strength to each individual category. Finally, the insights extracted from the literature review were synthesized and directions to future research were provided. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to take a fresh look at some of the contemporary operations management (OM) research issues in the automotive sector in order to identify potential future research directions. It addresses the question of what remains to be investigated after so many decades of enquiry. Design/methodology/approach - A review confined to recent articles published in some of the most mainstream OM journals, seeking to identify research gaps in the field. Findings - The paper reviews some of the most prevalent misperceptions about Japanese production management (JPM) and the Toyota production system. It observes that much of contemporary OM research in the automotive industry still wrestles with the complexities of JPM approaches, whose richness of nuance and complexity appear to be always just beyond the authors' grasp. Argues for the use of alternative theoretical lenses to help uncover novel insights. Originality/value - The paper reaffirms the author's overarching research mission which is to contribute to the improved practice of OM by conducting rigorous research in the field. It underscores the need for novel approaches to OM research in the automotive sector. This is particularly apposite at a time when the differences between production systems seem to be disappearing and when some recent empirical evidence suggests that lean management may only be skin deep in many companies which rely too heavily on consultants to the detriment of depth of knowledge and employee involvement. [ABSTRACT FROM AUTHOR]

In an era of closer worldwide economic integration, the role that environmental regulations play in shaping a country's comparative advantage is greater than ever. This has led to fears that ‘dirty’ firms will relocate from developed to developing countries where environmental regulations may be less stringent – the so-called pollution haven hypothesis. To date, however, there is little support for the existence of pollution havens despite anecdotal evidence and the theoretical predictions. In this paper we employ a unique industry-level dataset for Japan and examine whether Japanese industries have relocated production to their ASEAN neighbors in response to the relative stringency of Japanese environmental regulations. Not only do we find no evidence for pollution-haven-consistent behavior but also some indication that the complex relationship between the characteristics of Japanese dirty industries and environmental regulations may actually have reduced Japanese outward FDI to the Philippines. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to argue that the influence of Japanese management practices has led organizations towards a ‘naturalized’ view aiming to resolve the ontological dilemmas that exist between communalism and individualism. Design/methodology/approach - Having conducted an extensive literature review, the paper draws on literature and examples to construct the argument that for organizations to benefit from Communities of Practice they need to balance the tension between practice and process of such initiatives. Findings - The influence of Japanese knowledge management practices on the more general phenomenon of transferring practices is twofold. On the one hand, the Japanese precedent has legitimized radical rethinking of management practices which were strongly influenced by rational views of organizations, and on the other hand it provided models which experimenters could emulate. Practical implications - Looking to the future of KM, it is important that researchers and practitioners acquire deeper understanding of how practices are translated from one context to another. This does not only apply to transferring practices between contexts that are clearly as different as Japan and the USA, or Europe, but also between industries that may appear to operate in the same context. Second, following the Japanese economic crises in the 1990s we are witnessing the fascinating phenomenon of Japanese firms seeking to revitalize their innovative capacity by looking to Western knowledge management practices (Kodama). Originality value - This paper explores the issue of how the management of knowledge has increasingly become ‘naturalized’ by importing Japanese (or even Eastern) management practices to resolve the ontological dilemmas that exist between communalism and individualism. [ABSTRACT FROM AUTHOR]

Purpose ? The purpose of this special issue is to report on the current state of Japanese corporations and inform the world of elements which have been sustained or changed to contribute to the emergence of a new management model in Japan. Design/methodology/approach ? This special issue is based on a survey of 1,800 employees of Toyota Group companies aiming to investigate how wages and promotion affect motivation. Findings ? The first section focuses on ?continuity of tradition?. In this section, two papers are presented to report an analytical framework and some findings to account for traditional and changing models of Japanese career development. Originality/value ? This special issue focuses on the ?Japanese economic miracle?, which happened in the 1960s, 1970s and 1980s, which attracted attention from both business and academic communities. [ABSTRACT FROM AUTHOR]

Changes are under way in Japan’s distinctive human resources management practices as the state of the economy remains fragile following the country’s prolonged recession. However, such changes may not necessarily point to the eventual collapse of the Japanese employment system, as sometimes suggested. Despite the adjustments companies have made to cope with the economic downturn, distinctive human resources management practices in Japan’s large-scale enterprises are unlikely to disappear altogether. This paper argues that the relationship between large-scale enterprises and an even smaller segment of the permanent workforce will continue to be defined by distinctive management practices. Thus, what is actually taking place in Japanese management is an ad hocreshuffle rather than substantial restructuring of internal labor markets. [ABSTRACT FROM AUTHOR]

Process safety management (PSM) of chemical industries in Japan is based on small group activities, which is called the Japanese style management system depending on the quality of the operators, which is different from PSM in EU and US. In this paper, Japanese PSM style was examined firstly by investigating the articles on a magazine published by Japan Society for Safety Engineering (JSSE). The result of the investigation showed about 18 kinds of safety activities are extracted from the articles. These activities are categorized into three kinds of activity, which are the activity directly relevant to incident prevention, the activity activating individual activity and the activity activating more than two activities. To investigate the feature of Japanese Management style in detail, all safety activities of Mitsubishi Chemical Corporation are extracted and compared the elements corresponding to the purpose of these safety activities with the elements of Risk Based Process Safety by CCPS. Based on the result, Mitsubishi Chemical's framework of management system is developed. [ABSTRACT FROM AUTHOR]

Deals with the behavior of Japanese manufacturing companies. Development of the country's cotton textile industry; Corporate management practices in the country; Factors that influence the country's international trade activities.

There remains a paucity of research on Japanese investment in Asia, especially on Japanese management practices in China. The paper draws predominantly on interviews with Chinese managers in 31 Japanese wholly owned and joint-venture manufacturing plants. In order to account for any differences in the perception of operations between Japanese and Chinese managers, interviews were conducted with Japanese managers in three case-study plants. The purpose was to examine the structure and pattern of managerial control in different locations and industries, and with different patterns of share ownership, size and age of investments. The paper argues that the patterns of control in Japanese manufacturing investment in China are not unique, and as a consequence call into question much of the current conventional wisdom concerning the internationalization of Japanese management practices. Instead of Japanese seeking to maintain strong control over overseas plants and attain high degrees of 'Japanization' (a term used to indicate the dynamics of the transfer process), a complex and varied array of patterns of control are identified. On the one hand, production appears highly Japanized, but personnel management is not. On the other hand, Japanese multinationals make investment decisions that necessitate ceding a high degree of control to local managers. Moreover, it is shown that such 'localization' of control is willingly ceded, if not actively sought, by Japanese multinationals. [ABSTRACT FROM AUTHOR]

This paper reports on the transfer of Japanese supervisory practices to their Great Britain-based Japanese transplants and to the Great Britain-based emulators. To this end the paper is divided into three further sections. The first section briefly reviewing the state-of-the-debate on Japanization: was it a 'straw man' debate, is it yesterday's news or does it still retain some saliency? The second section will provide a context for the study of supervisory systems and the third will provide the results of a recent empirical study, before conclusions are drawn.

This paper assesses the transferability of a Japanese form of manufacturing organization to an alien institutional environment - the Principality of Wales in the UK. After characterizing what we mean by a 'Japanese form of manufacturing organization' and the arrival of Japanese companies in Wales, we describe the forms of organization, day-to-day management and working practices which have been established. Our conclusion is that the Japanese form of manufacturing organization has been re-created on Welsh soil, and that any 'adaptations' are not such as to alter the fundamental features of the new organizational form. [ABSTRACT FROM AUTHOR]

American business practices and views on Japanese management tend to dominate the management literature worldwide. This domination is at odds with the relatively meager attention given to the management practices of other successful countries in the world. This paper focuses on Germany, Europe's "economic giant." In 1990, West Germany produced 40 percent of the European Community's manufactured output (Warner and Campbell, 1993). Its export power is unparalleled; Germany's volume of world trade nearly equals that of the much larger United States. Its exports are, and have been since the 1960s, twice as high, per capita, as Japan's (e.g., Heiduk and Yamamura, 1990; The Economist, 1993). This paper aims to identify the key to German-style management, by which we mean the unique, culturally embedded management practices within Germany. In order to provide a realistic picture of a national management style, one has to consider behavioral as well as institutional aspects of the business system (see Whitley, 1992, 1994). In this paper, both types of aspects are combined in an integrative fashion. Compared with management in other European countries, German-style management has received a lot of academic attention. Surprisingly, however, the number of empirical studies on this topic is rather limited. In order to identify the key to German-style management, we analyzed a representative set of empirical research studies that focused on management styles and systems in different countries, including Germany. To enrich our analysis, we also considered essays and noncomparative literature on German management. These essays provide information on the background conditions of the German business system which cannot be neglected in order to achieve an understanding of German-style management. After characterizing the empirical literature, this paper offers an overview of the unique features of German-style management. Attention is then focused on the current economic situation in Germany and the future potential of German-style management. The epilogue points out knowledge gaps and formulates needs for further research. [ABSTRACT FROM AUTHOR]

This paper examines the applicability of Japanese management practices in Britain within a socio-cultural perspective. Using a case study research in a Japanese multinational subsidiary in Britain, the paper argues that some management practices are incompatible with British societal and business cultural characteristics and are therefore not adopted by the Japanese managers working in this country. There are some practices which can more readily be adapted to local conditions and have successfully been implemented in Britain. [ABSTRACT FROM AUTHOR]

This paper traces the development of the quality circle in Japan with reference to such traditions as permanent employment, nenko (seniority- based compensation), enterprise unionism, and management paternalism. Quality circles are examined as tools for motivating employees, reducing labor turnover, effecting employee "career expansion," and allowing employee participation in job redesign. [ABSTRACT FROM AUTHOR]

In Japan, a new type of human resource management (HRM) practices called ‘performance-based HRM practices’ (seika-shugi in Japanese) emerged in the 1990s, and has been adopted by many Japanese firms. In this paper, I illustrate how these type of practices emerged as a management fashion, diffused across a large number of Japanese firms, and became institutionalized in the Japanese business context; and discuss the relationship between performance-based HRM practices and firm performance. This illustration is used to develop a theoretical framework to better understand the relationship between HRM practices and firm performance by integrating theories of management fashions, institutionalization and strategic HRM. Suggestions for future research are also discussed. [ABSTRACT FROM PUBLISHER]

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings – The Japanese are renowned as remarkable technological innovators. There's a Japanese word that reflects this prowess – monozukuri, the art of making things. It's often reflected in the approach to marketing which is taken by many Japanese companies, and it has applied in the past to Nissan.Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format. [ABSTRACT FROM AUTHOR]

Purpose As employees in the lower ranks of a Japanese company advance through the levels of management and seniority their role in day-to-day kaizen activities shifts from that of directly improving their own job, operations and surroundings to guiding, educating and facilitating understanding and practice. The emphasis of kaizen to the employee during career progression changes in an embedded, sequential and predictable manner. To a new employee, kaizen is a process to be implemented, something that is visible and largely provided through company training and job manuals, while not necessarily being fully understood. To the senior manager, however, one who has advanced up the corporate ladder, kaizen is tacit knowledge and accumulated experiences, and is seen as being more than just reducing costs, increasing productivity and decreasing lead times. At this point, kaizen becomes something invisible, something that can produce real influence on both the company’s profitability and the manager’s reputation. Consequently, what kaizen is actually changes from being a duty associated with employment to a matter of personal, group, collective, and organizational responsibility. The purpose of this paper is to explore the mechanism underpinning the transfer of kaizen (acknowledgement and exercise) in the Japanese workplace that results in it being sustained across multiple.Design/methodology/approach Data were collected from research participants (n = 53) through a mixed-method multi-language field design comprising questionnaires and unstructured interviews conducted in genba, the workplaces of five domain-name multinational companies in Japan. Multi-level statistical analysis identified two largely mutually exclusive generational groups.Findings During their late 40s, employees were found to transfer their understanding of kaizen between the two forms. At this age, employees were identified to shift from being student to teacher; follower to leader; and disciple to sensei. This study identified how kaizen shifts from one generation to another; when kaizen shifts through the change in responsibility of employees; and changes in the understanding and practice that creates sustained business excellence.Originality/value Importantly, the study reveals how kaizen itself is a sustainable business activity in the workplace, one that Western business is struggling to emulate. [ABSTRACT FROM AUTHOR]

Replicating prior work (Godkin, Endoh, & Cahill, 1995; Godkin, Doughty, & Hoosier, 2003), this paper juxtaposes Japan-focused organizational behavior (OB) research appearing between 2002 and 2015 with that appearing between 1981 and 2001. The purpose is to inform four questions; (1) Has there been a relative increase in the proportion of Japanese-focused papers published; (2) Has there been a relative increase in the proportion of Japanese-focused OB papers published (3) What is the nature of Japanese-focused OB papers; and (4) Are there "gaps" in the Japanese-focused OB literature? The intent is to place the 2002-2015 work into context. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to extract some implications for managing the transition process of demand forecasting. Design/methodology/approach – Using case study methodology, this paper describes a case of the transition from a judgmental to an integrative method in demand forecasting at Kao Corporation in Japan and extracts useful implications from the case. Findings – Even if the forecaster and user are not the same, it is found that firms can realize an integrative method of using judgment as input to model building through effective transition management of demand forecasting. Research limitations/implications – The results of this paper are from a case study. To examine the validity and effectiveness, future research needs to continue case studies and search for cross-case patterns. Practical implications – In the transition process of demand forecasting, it is very useful for firms that the forecaster demonstrates the benefits of new forecasting methods through experiential initiatives, solves various problems with the user at the beginning of the transition process, and creates opportunities so that the user experientially acquires the technical knowledge of the forecaster. Originality/value – Through describing a case of the transition process of demand forecasting in detail, this paper finds useful means for managing the transition process of demand forecasting. [ABSTRACT FROM AUTHOR]

Purpose |!|#8211; Business process management (BPM) networks have become an important theme in both research and practice. Drawing from governance theory, this paper seeks to provide a theoretical understanding of BPM networks and introduce three types of BPM governance: market, network, and hierarchy. Subsequently, it aims to study the impact of BPM maturity, organization size, and financial stress (independent variables) on the three types of BPM governance (dependent variable). Design/methodology/approach |!|#8211; After a thorough literature analysis a quantitative study is conducted. Comprehensive data of 538 local public administration in Germany and Japan is comparatively studied by means of a PLS (model and multi group) analysis. Findings |!|#8211; The empirical study provides evidence for the significant dependence of BPM governance on contextual variables: the configuration of the BPM network relies on the BPM maturity and the perceived financial stress. Also, such dependence does vary between the two countries. Higher financial stress leads to more higher network sourcing in Germany and to higher market sourcing in Japan, respectively. Practical implications |!|#8211; This study suggests that the role of process managers changes over time. In immature organizations, process managers appear to work alone and struggle for resources. However, once organizations start to mature, the role changes to that of an |!|#34;orchestrator of different actors.|!|#34; Process managers in future public organizations (assuming a positive development of capabilities), both in Asian and European settings, must be able to collaborate with actors from different governance mechanisms. Originality/value |!|#8211; First, the paper provides a governance-theory based understanding of BPM networks. It introduces market-type, network-type, and hierarchy-type BPM governance and thereby provides greater conceptual and theoretical clarity of this important phenomenon. So far, this research area has been under-theorized. Second, the paper provides a theory that explains BPM network governance. Here, relevant contextual variables are taken into account, including the BPM maturity of an organization. Third, the paper contributes comprehensive empirical insights into BPM networks structures, governance mechanisms, and their dependence on contextual variables (especially the BPM maturity of an organization). Fourth, it provides an ample comparative theory-based analysis of BPM networks in two different countries. Such an endeavor, as to the author|!|#39;s best knowledge, has not yet been undertaken so far. [ABSTRACT FROM AUTHOR]

In this paper we explain the process and policy implications of Japanese firms' adoption of recently reformed corporate governance practices. We use a selective adaptation framework in doing so. We present some qualitative predictions about the possible outcome of their adoption process. One advantage of our approach is that we can describe various aspects of the evolutionary process of Japan's corporate governance reform as a system in a consistent manner, rather than as independent pieces. Our predictions provide policy implications and are empirically testable. Japan's post-bubble corporate governance reform has been extensive and involves the enactment and revisions of many relevant laws and affected institutions. Japan's aim has been to install US-like practices (the de facto global standard), with these practices replacing the now tarnished bank-centered practices, and to facilitate Japanese industry in regaining global competitiveness. However, we show that Japanese businesses' adoption of US practices has been selective and efficiency and other policy implications of such behavior are potentially dysfunctional. [ABSTRACT FROM AUTHOR]

The upgrade of JT-60U to JT-60 Super Advanced (JT-60SA), a fully superconducting tokamak, will be performed in the framework of the Broader Approach (BA) agreement between Europe (EU) and Japan. In particular, the Toroidal Field (TF) system, which includes 18 coils, is foreseen to be procured by France, Italy and Germany. This work covers activities from design and manufacturing to shipping to Japan. The present paper is mainly devoted to the analyses that lead to the conductor design and to the technical specifications of the joints for the JT-60SA TF coils. The conductor geometry is described, which is derived from Cable-In-Conduit concept and adapted to the actual JT-60SA tokamak operating conditions, principally the ITER-like scenario. The reported simulations and calculations are particularly dealing with the stability analysis and the power deposition during normal and off-normal conditions (AC losses, nuclear heating). The final conductor solution was selected through a trade-off between scientific approach and industrial technical orientation. Besides, the TF system connections layout is shown, derived from the industrially assessed twin-box concept, together with the associated thermo-hydraulic calculations ensuring a proper temperature margin. [ABSTRACT FROM AUTHOR]

This paper reports on results of research conducted at the University of Washington to investigate the means and methods for overcoming barriers to the implementation of Web-based project management systems (WPMS), and to develop a set of best practices in both the United States and Japanese construction industries. The United States and Japanese economies are high-tech intensive and both cultures have embraced technology. However, a relatively small sector of the construction industry in each country has implemented WPMS. The question posed here is why have these drivers not resulted in the industry’s adoption of this new technology, and further, perhaps there are lessons learned from those who have successfully implemented WPMS. This research seeks to broaden our understanding of implementation barriers that are limiting the use of WPMS tools as well as means and methods of overcoming those barriers based on successful implementation in both countries. [ABSTRACT FROM AUTHOR]

• This paper proposes that multinational firms that are more capable in developing new managerial resources are less vulnerable to the Penrose effect in the process of international expansion. • We hypothesize that firms were more capable to achieve growth in consecutive time periods when they send more expatriates to the local operations and when they have greater home experience before entering into the local market. • The empirical results based on a sample of Japanese investments in the United States support our arguments. [ABSTRACT FROM AUTHOR]

This paper scrutinises organisational change in Japanese and UK universities which are engaged in entrepreneurial activities. The study focuses on recent changes in governance, management, leadership, and funding in these universities. The paper argues there are convergent trends between Japanese and UK universities in terms of increasing entrepreneurial activities, a review of institutional strategies, a review of the organisation, the application of market-oriented institutional policy, links with the industrial sector, the notion of a public financial crisis and changing external environment, strong leadership of the university President or Vice-Chancellor, and the notion of the accountability of the university to society as a whole. However, the application of particular institutional strategies, entrepreneurial culture, and the way in which an institution relates itself to the private sector significantly differs among institutions. The paper suggests that those differences are related to different institutional history and characteristics – including those between national and private universities in Japan, and old and new universities in the UK – as well as different government policies between Japan and the UK. The paper first proposes a theoretical model for the five types of entrepreneurial culture of the institutions. It then examines the model by using case studies: Nottingham Trent University (UK), University of Surrey (UK), University of Tokyo (Japan), and Waseda University (Japan). [ABSTRACT FROM AUTHOR]

Purpose ? The purpose of this research is to present a new theoretical framework concerning subjective career development in Japan. The framework consists of three concepts, namely, career ?drift,? ?mist,? and ?hope?. Design/methodology/approach ? This paper introduces these concepts, including how they were discovered, and the potential strength they possess in expressing the subjective side of a career. The main method used to develop these concepts was the ?grounded theory approach? advocated by Glaser and Strauss. Findings ? Although findings from this framework alone are limited, it is possible to point out several advantages of this framework compared with traditional stage models of career development. The framework expresses the complex state of mind in which an individual may be placed in the process of career management, especially on how people design or gain direction in an uncertain situation. Research limitations/implications ? This framework stands purely in an arena of theoretical arguments. Future research, including both quantitative and qualitative, must be conducted to test the generalizability of this framework. Each concept can be operationalized and scales should be developed. Originality/value ? This paper introduces original concepts and a framework derived from qualitative studies in Japan. By looking into different cultural settings, it may trigger a discussion on what is universal and what is local in career theories. Also, the new framework may be used to make sense of careers, which could not be done based on traditional values. [ABSTRACT FROM AUTHOR]

This paper attempts to explore the theoretical and practical implications of conducting comparative research in the realm of legal science. The endeavour is based on experiences gained from engaging in such activities as part of a research project in labour law. In order to allow for a critical evaluation of ways in which to regulate redundancy, the study mentioned sets Swedish collective agreements on employment security against British redundancy pay legislation and the Japanese Employment Stabilizations Fund system. The paper discusses the pitfalls and potentials of the chosen approach and presents some tentative conclusions regarding its benefits. [ABSTRACT FROM AUTHOR]

This paper reports the study of kaizen as practised in a selection of Japanese companies. After discussing the general understanding of kaizen and proposing a clear definition, the paper describes the methodology of the study, and presents findings from the research, taking Nippon Steel Corporation (NSC) as a base model and comparing this with the data from other companies. The development of kaizen activity in NSC is presented together with a description of the current nature of kaizen, which is compared with other firms in the steel and automotive industries to assess uniformity. The paper concludes that kaizen evolves uniquely within each organisation, following changes to the organisation's business environment. Detailed implementations vary considerably between organisations, but all rely on kaizen to achieve targets as an integral element in the operations management system. This yields insights into kaizen's sustainability, and points to its vulnerability to external economic conditions. [ABSTRACT FROM AUTHOR]

Economists J.R. Norsworthy and David H. Malmquist have presented interesting comparisons of productivity growth in the Japanese and the U.S. manufacturing sectors. Their paper starts with the discussion of whether the conventional value-added or gross national product (GNP) measurement of output is an appropriate framework for productivity analysis. Some confusion frequently arises as to whether a production function should he structured on the basis of gross output or value-added output. Separability is a pivotal concept in the analysis of production structures, especially in relation to the existence of a real value-added aggregate. It is well known that there are two types of separability, which pertain to the existence of a real value-added function: weak separability and strong partial separability. The practical advantage of distinguishing these two different forum of separability is that the double-deflation method in conventional GNP accounting is justified only when strong partial separability holds.

Linking informational network and organizational change theories with the multi-faceted transformations taking place in global competition, in particular the economic recession in the Asia-Pacific and information technological progress, the paper f ocuses on two major issues: first, the task facing Japanese companies in accommodating themselves to new trends pushed ahead primarily by changes emerging in the info-communications industries. It is demonstrated that major challenges are facing Japanese -style organization and management practices along with the advent of informational network industrialization. Essentially, Japanese business networks are forced to transform their organizational structure in conjunction with open networking and manageme nt practices. Second, the paper focusses on the impact of the economic slump in Asia on the strategies and management of Japanese production networks in the region. It is argued that impending domestic restructuring will extend in much the same way to th e Asian production networks, while integrating these into new types of international production complexes. [ABSTRACT FROM AUTHOR]

In this paper, we set out to investigate whether strategic leadership matters at a moment in the life cycle of the firm when a change is made in the top leadership. By far, most of the conceptual and empirical literature on the consequences of CEO succession involves United States companies. Therefore, in this paper, we set out to investigate the impact of CEO succession on strategic and organizational changes in Japanese companies.The empirical study consisted of a matched control group design involving 81 Japanese companies experiencing a CEO succession event and 81 companies with continuity of their CEO leadership. The results of the study can be summarized as follows. Overall CEO succession was not associated with radical strategic and organization changes. Japanese companies did engage in evolutionary organization and strategic adaptations during the five year period of the study but independent of CEO succession. The governance structure moderates organization changes (independent of CEO succession) in particular when the firm was affiliated with a main bank and the firm was experiencing severe financial pressure. [ABSTRACT FROM AUTHOR]

Many commentators have attributed the poor performance of British manufacturing to the 'under-representation' of engineers in management, and have proposed policies for bringing more engineers into management so as to develop a technologically oriented management culture. This paper argues that the 'under-representation' of engineers in management is a symptom not the root cause of the problem, which lies in the split between technical and managerial expertise at the enterprise level. Based on a comparative analysis of engineers' work roles and the relationship between technical and managerial functions in British and Japanese electronics firms, the paper argues that the mechanistically structured organization systems in the British firms generate a vertical polarization between technical and managerial roles, inhibit knowledge sharing and lead to the gross under-utilization of engineers in product development. A technologically oriented management cannot simply be achieved by getting more engineers into management. It requires, instead, organizational restructuring and changes in work practices to enable a better integration between technical and managerial expertise. [ABSTRACT FROM AUTHOR]

Japanese industry is characterized by a unique set of industrial relations and management styles. The ability to transfer these relations overseas has been the object of much scholarly and popular debate. This paper examines this transfer to the United States in the automobile and electronics industries. It was found that Japanese automobile manufacturers had been able to transfer most of the central features of the system with some adaptation. The most successful firms were using teams, quality control activities, rotation and quite egalitarian management styles. On the other hand, most of the electronics transplants examined had not transferred Japanese style industrial relations. The electronics firms seemed to be content to accept many of the prevailing US practices. It is concluded that the transfer of Japanese style relations is possible, but that this occurs only where Japanese managers make a considered and sustained effort to implant their system. In many electronics operations it appears as though Japanese managers never seriously attempted to implement the Japanese system. Thus, the record of transfer is mixed at the moment. [ABSTRACT FROM AUTHOR]

This paper discusses the transfer of management practices from parent companies in Japan into the operations of overseas subsidiaries of Japanese enterprises. The literature reviewed as well as the findings of case studies on human resource management practices in Japanese manufacturing firms in Australia suggest that key but rather high-cost practices associated with Japanese management including tenured employment, seniority-based remuneration and the provision of extensive welfare benefits are absent in overseas Japanese firms. On the other hand, relatively low-cost practices such as internal training, internal promotion and job rotation have been generally introduced into the firms researched. It appears, therefore, that the transfer of Japanese management practices is primarily affected by economic considerations rather than socio-cultural constraints as it has frequently been argued in the literature. Thus, the development of new theoretical frameworks explaining the transfer (or its absence) of Japanese management practices is essential. The paper takes a small step in this direction by suggesting that the overseas expansion of Japanese subcontracting networks including large-scale corporations as well as smaller size firms, produces conditions leading to the marginalization of segments of the local labour force and the emergence of the core-peripheral workforce dichotomy at the international level. [ABSTRACT FROM AUTHOR]

It has been suggested that market structure will have an impact on within-industry differentials in efficiency, or cost disadvantages of small firms. To test this hypothesis, this paper examines the effects of market structure on the productivity (relative to industry productivity) of small manufacturing firms in Japan. The results show that market structure elements such as concentration and capital requirements work to the disadvantage of small-firm efficiency. The findings provide support for the hypothesis. [ABSTRACT FROM AUTHOR]

Small firms have been considered to be an important element of the industrial structure in Japan since the turn of the century. In this paper the history of small business in Japan is examined. In particular, the dramatic development of the technological and managerial ability of small firms within the last two decades is analyzed. Under the regime of rapid industrial restructuring in Japan, small firms are identified as developing their own diversive management strategies, especially with respect to international trade and the implementation of information and high technology. [ABSTRACT FROM AUTHOR]

This paper reports the main findings of a mission of manufacturing executives to study total quality control (TOC) in six major Japanese companies. The paper outlines why TQC is important to Japanese companies and identifies five main pillars of their TQC activities--policy deployment, organization and planning, education and training, involvement of every employee in quality improvement, and day-to-day quality assurance and control. Some popular misconceptions about Japanese-style TQC are examined, including that they do not experience any difficulties in getting top management involved in TQC, that quality control circles are successful in every department and that incoming supplies are never inspected. The paper concludes by presenting some lessons for Western managements. [ABSTRACT FROM AUTHOR]

The aim of the paper is to identify the most distinctive features of the introduction and development of scientific management in pre-war Japan by examining the case of the Mitsubishi Electric Co. The case study shows the following. First, American-style time study methods were introduced at the appropriate moment. Second, though these methods were applied to Mitsubishi directly, the method of wage-fixing was their own independent creation. This served to obviate industrial conflict. Third, innovators at Mitsubishi played a major role in the scientific management movement in pre-war Japan. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to quantitatively evaluate which of the elements of five management practice constructs – management commitment, quality practice, team-based work, training, and sharing and understanding – can significantly lessen the adverse impact of cultural differences on efficient technology transfer. Design/methodology/approach – Exploratory factor analysis, confirmatory factor analysis, and structural equation modeling multigroup analysis are used to analyze structured survey data from 223 Japanese manufacturing subsidiaries in Vietnam. Findings – The following are the primary factors that moderate the adverse impact of cultural difference on efficient technology transfer: employees’ understanding of quality; top managements’ communication of clear goals and procedures for technology transfer; the nature of the collaborative teamwork and frequent communication about technical issues among Japanese experts and Vietnamese staff; sending of key Vietnamese technical staff to Japan for technological seminars and on-the-job training while providing them with the appropriate materials and guidelines. Practical implications – Although cultural diversity’s impact on technology transfer may never be problem-free, Japanese and Vietnamese managers should be aware of the effects of differing cultural values and use the appropriate interfaces to minimize cultural problems, maintain a cooperative environment, and transform cultural values into business value. Originality/value – Cross-cultural technology transfer research, from the knowledge-based perspective, has produced interesting findings but has not yet identified which managerial elements effectively reduce the adverse impact of cultural difference on efficient technology transfer. This study addresses that shortcoming through the organizational learning perspective. [ABSTRACT FROM AUTHOR]

The article focuses on the book "Japanese Business Management: Restructuring for Low Growth and Globalization," edited by Harukiyo Hasegawa and Glenn D. Hook. The book presents eleven papers that provide an understanding of the major trends and conditions affecting Japanese business and management in the 1990s. These papers address how, in the "post-bubble" 1990s, Japanese business management is restructuring for low growth and globalization. Papers discuss Japanese global strategies in Europe and the formation of regional markets. Analysis of Japanese investment strategy and technology transfer in East Asia is provide. An evaluation of Japanese- style management and production systems based on an analysis of changes in Japanese automobile and electronic transplants in the United States is given. The impact of globalization on the subcontracting system ; ownership and control of large corporations in contemporary Japan is also discussed. The process of rise of flexible and individual ability-oriented management is analyzed.

This study examines the sources of continuity and change in complex organizations characterized by multiple embeddedness. The case is built on a vertical business group of Japan's shipping industry. In a grounded study, sampling was performed in collaboration with HR and, simultaneous data collection/analysis conducted by the author. Semi-structured interviews took place with middle and top managers in the Tokyo HQ and the London subsidiary across June and July, 2019. As a result, it is argued that ambiguity is systemically inherent in organizations - notably in business groups. Ambiguity is explicated as a knowledge production unit that possesses a structure/process duality. As structure, it upholds and reinforces the dominant logic by 1) defining the moment of truth: membership criteria, control matrix, allocation of resources, norms and standards, desired behaviors, activities etc. and, by 2) control and coordination: delineates the scope of allowed informal action, allocates time, space, processes to perform these. As a process, ambiguity is manifest in the autonomous informal action of socialized and acculturated actors. The integration of informally understood and formally codified structures and processes is found effective to sustain the status quo and, to provide for adaptive continuity: ambiguity's utility reaches as far as facilitating and reinforcing implementation. The paradox of ambiguity's inertial and constructive aspect is dissolved in a duality which is mobilized by the organizing purpose requiring action; inertia for stability and, its active aspect to attain continuity. Practical implications: management knowledge has overly emphasized clarity and has regarded ambiguity as a risk; a problem to be clarified. Ambiguity, however, is social control & coordination that can be integrated in the formal organization; culture and identity are often more effective than explicit controls in buying support from members for organizational goals and implementing these. [ABSTRACT FROM AUTHOR]

Focusing on the legal protection of minority shareholders in Japan, which suggests that manager-owned firms are better governed than corporation-owned firms, this study presents a new test of two dividend models: the substitute model and the outcome model. In support of the latter, I find that manager-owned firms pay higher dividends than corporation-owned firms. The paper also examines the association between ownership by the largest shareholder and dividend payments. I find an inverted U-shaped relationship for manager-owned firms and a U-shaped relationship for corporation-owned firms between them. These results can be explained by the benefits and drawbacks of concentrated ownership. [ABSTRACT FROM AUTHOR]

The paper aimed to examine whether the Japanese automakers find India an 'Investment Friendly Nation' based upon their experience in India so far. It analyses the `Japanese Management Style' and observed the advantages and disadvantages it offers through a comparative analysis with the management style prevalent in the Indian auto companies especially in two major auto companies in India such as Maruti Suzuki and Honda. It sought to identify' the major challenges faced by the Japanese car makers while investing in India and the steps taken in form of policies and practices to tackle such challenges. The findings included that Japanese companies would emphasise on long term vision and planning. Quality and customer satisfaction are key to their growth and market penetration. Japanese auto majors values `trust' especially in joint ventures like Maruti Suzuki. Skilling workers especially at lower end is important for success in auto sectors. [ABSTRACT FROM AUTHOR]