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Purpose: Building on the institutional theory perspective on corporate governance change and based on interviews with investor relations (IR) managers in large Japanese companies, this study aims to examine Japanese IR managers' perceptions of the influence of foreign shareholders on Japan's corporate governance reform and stakeholder-based system. The paper examines tensions, conflicts and collaborations among different stakeholders involved in corporate governance changes in Japan, especially in the areas of firm ownership, employment relations and boards of directors. The paper explains why convergence does not happen in some large Japanese companies by investigating Japanese managers' responses to and perceptions of foreign shareholders in multiple corporate contexts. Design/methodology/approach: The author conducted in-depth interviews with ten IR managers at large, listed Japanese companies in Kyoto and Tokyo and two managers at foreign investment banks in Tokyo, between 2018 and 2021. Findings: This paper explores five themes that emerged from my interviews: Chief executive officers' (CEOs') mixed perceptions of foreign investors, the effectiveness of CEO compensation and outside directors, managers' reluctance to accept stock price-driven business strategies, foreign investors' engagement vs investments in index funds and gender patterns, including the effectiveness of token female outside directors. The Japanese companies the author looked at incorporated foreign shareholders as consultants and adopted a few major shareholder-based customs, such as CEOs communicating with investors, having outside directors, increasing CEO compensation and slimming down unprofitable parts of the business via restructuring and downsizing. Simultaneously, they resisted a few major shareholder-based practices. Foreign shareholders' pressure revealed tensions and contradictions between the Japanese stakeholder system and shareholder primacy-based customs. Originality/value: This paper is one of the few qualitative studies that explores Japanese IR managers' responses to and perceptions of foreign shareholders in corporate governance reform, with a particular focus on ownership, employment relations and board members. This paper provides examples of tension, conflict and cooperation between Japanese managers and foreign investors, as seen through the eyes of Japanese IR managers. Examining changes in Japan's stakeholder-based system of corporate governance reform enables us to better understand the processes by which, with vigorous pressure from government and foreign shareholders, a non-western country like Japan may adopt shareholder-based customs and how such a change may also lead to institutional changes. [ABSTRACT FROM AUTHOR]

This study examines the experiences of diverse groups of migrants in a highly developed non-Western society: Japan. Using critical analysis of literature and semi-structural interview data with 50 Japanese nationals and 109 foreign migrants, it explores how Japan, which sees itself as a relatively racially homogeneous society, operates in response to increasing demands for migrants, and how the structures of the state and interactions of dominant and migrant groups affect migrants’ security. It shows the salience of glocal racial ideologies creating an uneven terrain of migration for migrants from different parts of the world. Specifically, the Japanese state grants work visas for highly-skilled and specialized labor migrants as it maintains that it only accepts highly-skilled labor migrants, while opening a side-door to recruit Japanese descendants and trainees from the Global South as low-skilled laborers. This bifurcated visa structure reinforces racial hierarchies, where those who are perceived to be from Western societies are deemed as superior foreigners, while those who are from non-Western societies are seen as strangers who are a potential threat to the country’s moral standards. This hierarchy shapes their level of human security. [ABSTRACT FROM AUTHOR]

Based on 25 interviews with educated and employed never-married men in Japan, this article examines how the diminished social norm to marry by a certain age, never-married men’s beliefs regarding gender in marriage, and the value these men place on individual autonomy all contribute to a trend in late marriage. We argue that the diminished social pressure to marry and the changing age norm do further men’s ambivalence toward marriage by allowing them to rationalize their detachment from the idea of their future marriage, their aversion to the perceived gender constraints of marriage, and the emphasis they place on their autonomy. However, we also argue that the weakening of the social pressure to marry does not relate to changes in employed men’s gendered views of marriage, which remain traditional. [ABSTRACT FROM PUBLISHER]

While the workplace custom of working long hours has been known to exacerbate gender inequality, few have investigated the organizational mechanisms by which long working hours translate into and reinforce the power and status differences between men and women in the workplace. Drawing on 64 in-depth interviews with workers at financial and cosmetics companies in Japan, this article examines three circumstances in which a culture of long working hours is disadvantageous for women workers, and the consequences of those circumstances: (a) managers in Japanese firms, reinforcing gender stereotypes, prioritize work over personal and family lives; (b) non-career-track women experience depressed aspirations in relation to long working hours and young women express a wish to opt out due to the incompatibility of work with family life; and (c) workers who are mothers deal with extra unpaid family work, stress such as guilt from leaving work early, salary reduction and concerns over their limited chances for promotion. The article argues that the norm of working long hours not only exacerbates the structural inequality of gender but also shapes employed women's career paths into the dichotomized patterns of either emulating workplace masculinity or opting out. [ABSTRACT FROM AUTHOR]

While the rise of non-regular women workers in Japanese firms drew much attention, little attention has been paid to employment barriers that regular women workers continue to face in Japanese firms today. Based on in-depth interviews with 64 men and women workers, this article examines gender inequality in Japanese firms in which women’s structural power is extremely low. Using the analytical framework of organizational masculinity, it explores organizational processes by which vertical sex segregation is legitimized by workplace culture. The article concludes with suggestions for improving the prospects for women’s employment in Japanese firms. [ABSTRACT FROM AUTHOR]