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This paper engages with the question 'does Japan still matter' by systematically reviewing publication patterns in peer-reviewed academic journal articles addressing Japanese firms and their management practices, illustrating the academic discourse surrounding Japanese firms over four decades, and by identifying future research opportunities. Initially, particularly from the 1980s when Japanese firms came to prominence, these practices tended to be identified as 'best practice'. However, at least in part due to socio-economic changes, this tendency has become less prominent since the 'bubble economy' burst. Instead, three broader developments are observed: the examination of the continuity and change in the traditional Japanese model, a more complex approach that involves multiple themes of research, and leveraging new contexts to examine Japanese firms, including the long-term recession, the rise of the East Asian economy, and the increasing importance of corporate social responsibility. [ABSTRACT FROM AUTHOR]

While psychologists and economists have concerned themselves with employee happiness and well-being, critical organizational theorists have rarely examined employees’ positive responses at work. To explain why call-centre employees in our study responded positively to their organization we adopt a relational sociological approach to examine employee happiness and well-being. This approach emphasizes two main features: firstly, it is sensitive to the interaction of management practices and employee agency in how ‘happiness’ is constructed and interpreted in organizations, including an assessment of power relations; secondly, this approach acknowledges the importance of the wider external context in explanations of why organizations pursue happiness. This article applies these sociological insights to the organizational identifications literature to assess the mechanisms of employee identifications. In this case, there are three mechanisms of identification, a) the organizational value system; b) social relations at work including interactions between employees, the owners and their clients and c) the nature of work. Significantly, these three features converged to produce overlapping and mutually reinforcing identifications. [ABSTRACT FROM PUBLISHER]

This paper assesses developments in Japanese human resource management (HRM) practices and employment relations since the country's ‘post-bubble’ economic decline and in particular following the global financial downturn of 2008. Our research findings are broadly consistent with others that have provided a mixed picture of continuity, change and diversification but the most recent financial crisis has made the negotiated nature of workplace relations more apparent. These characteristics are not readily explained by conventional understandings of Japanese HRM as a culturally or institutionally determined phenomenon. We present new empirical evidence of developments in eight automotive plants and interpret these through the application of a conceptual framework that distinguishes between the actors' orientations to action and social relations in specific exchange relations. This framing allows a better assessment of the agency involved in the emergence of a more differentiated articulation and manifestation of ‘Japanese HRM’. We explain these dynamics through reference to strategic choice and the negotiations both between local and corporate managers, and between managers and trade unions. [ABSTRACT FROM PUBLISHER]

Traditionally, the UK has been regarded as good at innovation - with many inventions and scientific breakthroughs. So, can this nation rest easy? No. Based on extensive research by the Advanced Institute of Management Research (AIM), it would appear that the agenda for keeping Britain competitive is a demanding one. Six AIM authors report on what the UK needs to know. And do. [ABSTRACT FROM AUTHOR]

In this paper, the EU Structural Fund intervention framework is critically assessed in an effort to reflect on the problems faced by policy-makers when trying to make sense of the complexity associated with innovation. An assessment is made of the 'evidence-based' approach for reporting on EU Structural Fund interventions in the Welsh economy. It is argued that the measurement of quantifiable inputs and outputs fails to engage sufficiently with the process qualities of innovation. Building on this critique, the paper reports on a study of innovation practice and performance in a sample of Welsh manufacturing SMEs to demonstrate empirically the problems of assuming universal best practices and linear models of innovation. The evidence leads to recommendations for policy improvements in two areas: the need to improve the identification and support of innovative practice in SMEs; and the need to improve the monitoring and evaluation of innovation effects from policy interventions. [ABSTRACT FROM AUTHOR]

This paper explores the use of the British Workplace Employment Relations (WERS) survey data in HRM research. While the WERS surveys contain much material of relevance to key debates in the HRM area, there is a prima facie case that there has not been as much WERS-based research in the HRM area as might have been consequently expected. This paper examines why this might be the case, and considers the prospects for the further use of WERS data by HRM researchers. While noting the limits of survey data to address key questions in the area, it suggests that there is a need for a programme of research that builds upon the valuable insights that can be obtained from WERS-based research by the complementary generation of more context-rich information via focused case studies and associated qualitative research. [ABSTRACT FROM AUTHOR]

The evidence on current developments in work organization suggests that the outcome is often one of `conflicted collaboration', where there is simultaneous interdependence and disconnection resulting in both coercive and collaborative experiences for workers. It is argued here that analysis and explanation of these findings requires engagement with both the active role of agency and the social structures of capitalist development. These analyses must also locate the workplace in wider social contexts. A critical realist approach to understanding hegemony offers considerable potential in this endeavour. [ABSTRACT FROM AUTHOR]

Abstract Purpose--The purpose of this paper is to evidence the emergence of new forms of work organisation which if observed could be seen as consistent with the concept of the "learning factory". This is attempted through reporting the views of those workers engaged in team based operations and reflects upon the emerging role of first-line and team-based supervisors. The implications of such developments are then considered from the perspective of the current HR plant managers. Design/methodology/approach--This paper reports on a study of 18 US and UK automotive component suppliers. The information gathered included questionnaire data detailing management practices and giving plant level performance measures. The paper draws primarily on data gathered from interviews conducted with workers, team leaders and managers, including HR managers. Findings--While the majority of plants may be some way from a "learning factor" model there is evidence of changing practices, structures and expectations in each that are in varying ways broadly consistent with elements of this approach. As a consequence of the prioritisation for increases in devolution of responsibility to other employees, the traditional role of the HR manager was seen to be evolving which to a number of managers was creating difficulties. Originality/value--This paper contributes to the growing evidence of the devolvement of traditional "managerial" responsibilities to lower levels within increasingly "lean" manufacturing organisations. It also comments on the evolving role of HR managers in contemporary manufacturing. [ABSTRACT FROM AUTHOR]

Most established companies recognize the need for innovation. But the trouble is, they are simply not enough. This article looks at how companies can get better at managing discontinuous innovation. The problem is that discontinuous innovation is very difficult to do. Research conducted by the Advanced Institute for Management Research reveals some valid approaches that will increase a company's chances of success. The approaches include: building a specialized venture unit; development of a system innovation program; and creating a more innovative culture.

This paper investigates HRM practices in eighteen automotive component plants in the US and UK and is based on data obtained from interviews and a questionnaire survey of the plants. HR practices are reviewed and consideration is given to whether the firms in the study display evidence of a 'human capital' approach. This is important given that there is growing evidence to suggest that high-performance workplaces depend on 'high skill' strategies that make better use of, and continuously develop, human capital. In particular, we consider practice in areas of recruitment, reward systems, training and development. In addition, we briefly review the relationship between HR practices and the continuous improvement activities that have increasingly come to be associated with manufacturing 'best practice' under the learning factory model. [ABSTRACT FROM AUTHOR]