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000723636 019__ $$a893681088$$a908085206
000723636 020__ $$a9784431550969$$qelectronic book
000723636 020__ $$a4431550968$$qelectronic book
000723636 020__ $$z9784431550952
000723636 0247_ $$a10.1007/978-4-431-55096-9$$2doi
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000723636 050_4 $$aHD70.J3$$bJ35 2015eb
000723636 08204 $$a658.00952$$223
000723636 24500 $$aJapanese management in change$$h[electronic resource] :$$bthe impact of globalization and market principles /$$cNorio Kambayashi, editor.
000723636 264_1 $$aTokyo :$$bSpringer,$$c2015.
000723636 300__ $$a1 online resource (xiv, 217 pages) :$$billustrations (some color)
000723636 336__ $$atext$$btxt$$2rdacontent
000723636 337__ $$acomputer$$bc$$2rdamedia
000723636 338__ $$aonline resource$$bcr$$2rdacarrier
000723636 504__ $$aIncludes bibliographical references.
000723636 5050_ $$aPreface; About the Editor; Contributors; Contents; Chapter 1: Japanese Management in Change: Perspective on the New Japanese-Style Management; 1.1 Introduction; 1.2 The Japanese Management Theory: Stagnancy of Research; 1.3 Modeling the New Japanese Style Management with a Focus on the Theory Advocated by Inagami and Whittaker; 1.3.1 The Community Characteristics of Japanese Companies and Their Transformation; 1.3.2 Hitachi: ``Here, the Future;́́ 1.3.3 The Possibility of a New Model of Japanese Management; 1.4 Evaluation by Inagami and Whittaker and the Problem Awareness of This Book
000723636 5058_ $$a1.5 The Organization of This Book1.5.1 Brief Summary of the Analysis of Each Chapter; 1.5.2 Hypotheses Derived from the Analyses; References; Chapter 2: The Perceived Development and Unperceived Decline of Corporate Governance in Japan; 2.1 Introduction; 2.2 Two Types of Corporate Governance: Vertical Governance and Horizontal Governance; 2.2.1 Vertical Governance; 2.2.2 Horizontal Governance; 2.2.3 The Horizontal and Vertical Governance Mix; 2.3 Traditional Japanese Corporate Governance: The Prevalence of Horizontal Governance; 2.3.1 The Seriousness and Ability of Catalysts as Observers
000723636 5058_ $$a2.3.2 The Significance and Unseflishness of Catalyst as Resource Providers2.3.3 The Depth of the Relationship of Catalysts as Stakeholders; 2.4 The Current Japanese Corporate Governance System: Strengthening Vertical Governance; 2.5 Horizontal Governance in Decline?: The Outcomes of the Recent Emphasis on Vertical Governance; References; Chapter 3: Empirical Analysis of the Influence of Outside Directors on Japanese Firm Performance; 3.1 Introduction; 3.2 Relationship Between Board Composition and Corporate Performance
000723636 5058_ $$a3.3 Explanation of the Number of Outside Directors That Are Appointed in TSE Listed Companies3.4 Empirical Analysis; 3.4.1 Methods of the Empirical Analysis; 3.4.2 Results of the Empirical Analysis; 3.5 Summary and Conclusions; References; Chapter 4: The Social Roles of Japanese Companies Under the ``New Public ́́Policy: How They Collaborated with Nonprofit Organi...; 4.1 Introduction; 4.2 The Emerging of Cooperation with Nonprofit Organizations in the Corporate World of Japan and the United States; 4.3 The Types of Collaboration Between Companies and Nonprofit Organizations
000723636 5058_ $$a4.3.1 Collaboration with Nonprofits: Philanthropic4.3.2 Collaboration with Nonprofit Organizations: Transactional; 4.3.3 Collaboration with Nonprofit: Integrative; 4.4 Development of Nonprofit Activities and Collaboration After the Earthquake Disaster; 4.5 Disaster Relief Activities of Companies in Collaboration with Nonprofit Organizations; 4.6 Conclusion; References; Chapter 5: Formation of the New Japanese Style Management Strategy; 5.1 The Lost 20 Years in Japanese Style Management; 5.2 The High-Context Culture; 5.3 Exploration, Exploitation, and the Experiential Learning Model
000723636 506__ $$aAccess limited to authorized users.
000723636 520__ $$aFollowing the burst of the ℓ́ℓeconomic bubbleℓ́ℓ in the 1990s, many Japanese companies were required to reform their management systems. Changes in corporate governance were widely discussed during that decade in studies on ℓ́ℓJapanese management.ℓ́ℓ These discussions have resulted in little progress, however, since Americanization became the dominant discourse concerning governance and the management system. There have been few studies conducted from an academic point of view on the internal aspects of organizations that practice traditional Japanese management theory. This book examines how, and the degree to which, the development of market principles accompanying the advances of globalization has affected the traditional Japanese system. It focuses on four aspects of corporate management: management institutions, strategy, organization, and human resource management. The aggregation of the new management system in Japanese companies is regarded as a distinctive Japanese-style system of management. With emphasis on these four aspects, research was conducted on the basic structure of that system, following changes in the market, technology, and society. Further, specific functions of the basic structure of the Japanese-style management system were studied. Those findings are included here, along with a discussion and analysis of the direction of future changes.
000723636 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed September 29, 2014).
000723636 650_0 $$aManagement$$zJapan.
000723636 7001_ $$aKambayashi, Norio,$$eeditor.
000723636 77608 $$iPrint version:$$z9784431550952
000723636 85280 $$bebk$$hSpringerLink
000723636 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-4-431-55096-9$$zOnline Access$$91397441.1
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000723636 980__ $$aBIB
000723636 982__ $$aEbook
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