Japanese Management in Change The Impact of Globalization and Market
Following the burst of the “economic bubble” 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 “Japanese management.” These discus
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Japanese Management in Change The Impact of Globalization and Market Principles
Japanese Management in Change
Norio Kambayashi Editor
Japanese Management in Change The Impact of Globalization and Market Principles
Editor Norio Kambayashi Graduate School of Business Administration Kobe University Kobe, Hyogo, Japan
ISBN 978-4-431-55095-2 ISBN 978-4-431-55096-9 (eBook) DOI 10.1007/978-4-431-55096-9 Springer Tokyo Heidelberg New York Dordrecht London Library of Congress Control Number: 2014947356 © Springer Japan 2015 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher’s location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein. Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Preface
Some 10 years have passed since the beginning of the twenty-first century, and “Japanese-style” management, which once attracted close attention from all over the world as a system that achieved excellent results, has lost its prominence and seems to have fallen into oblivion. As Japanese companies are suffering slumping revenues due to the prolonged economic depression, the Japanese-style system predominant in the 1980s is no longer discussed in a positive context. It is widely known that Japanese companies, on the contrary, are being asked to learn the management systems of newly industrialized Asian countries, including China and India. It is hardly possible to find academic research on
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