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The New Community Firm
Employment, Governance and Management Reform in Japan

$47.99

  • Date Published: January 2012
  • availability: Available
  • format: Paperback
  • isbn: 9780521172943

$ 47.99
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About the Authors
  • After sweeping all before it in the 1980s, 'Japanese management' ran into trouble in the 1990s, especially in the high-tech industries, prompting many to declare it had outlived its usefulness. From the late 1990s leading companies embarked on wide-ranging reforms designed to restore their entrepreneurial vigour. For some, this spelled the end of Japanese management; for others, little had changed. From the perspective of the community firm, Inagami and Whittaker examine changes to employment practices, corporate governance and management priorities, in this 2005 book, drawing on a rich combination of survey data and an in-depth study of Hitachi, Japan's leading general electric company and enterprise group. They find change and continuity, the emergence of a 'reformed model', but not the demise of the community firm. The model addresses both economic vitality and social fairness, within limits. This book offers unique insights into changes in Japanese management, corporations and society.

    • Rich combination of survey evidence and in-depth study of Hitachi, one of Japan's leading corporations
    • Analysis of the interrelations between employment, governance and management in Japan
    • Balanced view looking to the future of Japanese business with constructive analysis of past problems
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    Product details

    • Date Published: January 2012
    • format: Paperback
    • isbn: 9780521172943
    • length: 296 pages
    • dimensions: 229 x 152 x 17 mm
    • weight: 0.44kg
    • availability: Available
  • Table of Contents

    Part I. The End of the Community Firm?:
    1. Company as community
    2. The classic model: benchmark for change
    3. Change and continuity
    4. Company professionals and creative work
    5. Corporate governance and managers' ideologies
    6. Consolidated management and quasi internal labour markets
    7. Summing up
    Part II. Hitachi: 'Here, the Future':
    8. Hitachi: a dancing giant
    9. A victim of its own success?
    10. Organization reform
    11. Recasting the employment relationship
    12. The impact on industrial relations
    13. Evaluation
    Part III. The Reformed Model:
    14. New model in the making?
    Appendix
    References.

  • Authors

    T. Inagami, University of Tokyo

    D. Hugh Whittaker, Doshisha Business School

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