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Table of Contents
Preface; 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
1.5 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
2.3.2 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
3.3 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
4.3.1 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
1.5 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
2.3.2 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
3.3 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
4.3.1 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