Relevant bibliographies by topics / Japanese management

Academic literature on the topic 'Japanese management'

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Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Japanese management"

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Smith, Howard L., and Carl P. Doeing. "Japanese Management:." Administration in Social Work 9, no. 1 (February 4, 1985): 1–11. http://dx.doi.org/10.1300/j147v09n01_01.

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Stening, Bruce. "Japanese management." Japanese Studies 13, no. 1 (May 1993): 3–5. http://dx.doi.org/10.1080/10371399308521871.

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Durrant, Laurice K. "Japanese Management." JONA: The Journal of Nursing Administration 15, no. 2 (February 1985): 8. http://dx.doi.org/10.1097/00005110-198502000-00003.

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MINABE, S. "Japanese Competitiveness and Japanese Management." Science 233, no. 4761 (July 18, 1986): 301–4. http://dx.doi.org/10.1126/science.233.4761.301.

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MORIKAWA, Hidemasa. "Japanese Top Management." Japanese Yearbook on Business History 10 (1994): 3–26. http://dx.doi.org/10.5029/jrbh1984.10.3.

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Haghirian, Parissa. "Japanese Management Revisited." Controlling & Management 55, S1 (March 2011): 33–37. http://dx.doi.org/10.1365/s12176-012-0320-y.

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YAMAMOTO, Fumihito. "Japanese Energy Management." Proceedings of Conference of Kansai Branch 2007.82 (2007): _5–6_—_5–7_. http://dx.doi.org/10.1299/jsmekansai.2007.82._5-6_.

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Kawamura, Shigekuni. "Japanese management style." Japan and the World Economy 5, no. 3 (September 1993): 289–92. http://dx.doi.org/10.1016/0922-1425(93)90015-v.

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Nakamura, Masao. "Corporate governance and management practices in Japan: Current issues." Corporate Ownership and Control 1, no. 2 (2003): 38–52. http://dx.doi.org/10.22495/cocv1i2p3.

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Facing the prolonged recession since the burst of a financial bubble in 1990 Japan has been experimenting with various new policy initiatives both in the public and private sectors, corporate governance reform being one of such policy initiatives. Japanese corporate governance practices in particular have been severely blamed as one of the primary reasons for Japan’s poor economic performance in the last decade. In this paper we discuss the relationship between corporate governance and various aspects of management practices in Japan. (Corporate governance in Japan emphasizes not only the shareholders and managers, as in the West, but also the workers as important corporate stakeholders.) We point out also that Japan’s relatively loosely practiced anti-monopoly (anti-trust) laws continue shaping Japanese corporate governance behavior. We then evaluate Japan’s corporate governance reform movement which emphasizes the transformation of the current corporate governance system, which pays little attention to individual shareholders, into one similar to the Anglo-American system which focuses more on shareholders’ value. We tentatively conclude that Japan has not yet found a new corporate governance system that can serve as an equilibrium business system in that it is compatible with Japan’s management, legal and other practices and the incentives of the constituents of Japanese firms. This paper also presents various incentive and institutional issues which would have to be considered by those who consider potential applicability of the Japanese-like corporate governance practices to transitional economies.
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KISHIDA, Tamiki. "Internationalizaion and Japanese management." Japanese Journal of Administrative Science 2, no. 2 (1987): 99–106. http://dx.doi.org/10.5651/jaas.2.99.

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Dissertations / Theses on the topic "Japanese management"

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Evans, William. "Trust in Japanese management and culture." Phd thesis, Institut National des Télécommunications, 2012. http://tel.archives-ouvertes.fr/tel-00873698.

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Japan, destroyed by an ill-fought war and risen to world power and yet again recently broken by natural and man-made phenomena, a nation intensely recognized the world over yet misunderstood, victim of its own exceptionalism, today needs to ask an old question. Will Japan participate in the international community as a full active member? Japan's involvement with the world was narrowly defined and confined to that of a trader and its image sustained by a self-proclaimed unique culture and all these today are put to the test. The trader's fundamental reliance on strictly cultural values to achieve success may today be insufficient to sustain their survival in a globalized world. Thus, the Japanese as well as foreigners question the validity of hitherto successful cultural tools such as loyalty in the context of globalized commerce
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Cho, Wonsang. "Human resource management policy in Japanese manufacturing firms in the United States /." view abstract or download file of text, 2000. http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.

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Thesis (Ph. D.)--University of Oregon, 2000.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 142-153). Also available for download via the World Wide Web; free to University of Oregon users. Address: http://wwwlib.umi.com/cr/uoregon/fullcit?p9978251.
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Tsang, Chiu-hok Victor. "The Japanization of Hong Kong industry /." [Hong Kong] : University of Hong Kong, 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13302802.

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Tennant, David Vincent. "The adaptation of Japanese organizational and manufacturing techniques in Japanese-owned US facilities : three case studies." Thesis, Georgia Institute of Technology, 1988. http://hdl.handle.net/1853/31027.

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Yoshida, Toshihiro M. B. A. Massachusetts Institute of Technology. "The transformation of the Japanese commercial code and its impact on the Japanese economy." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/39535.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2007.
Includes bibliographical references (leaves 96-100).
The legal system is an essential basis of the society and economy of every country, and it changes continually in accordance with national social and economic situations. The Japanese Commercial Code is no exception. One of the most significant and fundamental Japanese laws, it was enacted in 1899 as part of the modernization of Japanese society as the country moved away from a policy of seclusion followed by the old feudal government. The new Code was strongly affected by corporate laws in place at the time in Germany and France. However, as the balance of power in the world economy changed over the ensuing years, the Japanese Commercial Code and other corporate laws were influenced by American laws, and the nature of the Commercial Code was slowly transformed, especially following the Second World War and after the collapse of the so-called "bubble economy" in Japan. In this thesis, I discuss the history of fundamental Japanese laws, the steps and players in the legislative process, and present details about the introduction of the share exchange system, which stimulated many more mergers and acquisitions in Japan. Then I analyze the economic impact of new legal procedures for M&As, including the share exchange system, and identify possible directions for Japanese corporate laws in the future.
by Toshihiro Yoshida.
M.B.A.
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Ornatowski, Gregory K. "The End of Japanese-Style Human Resource Management?" MIT-Japan Program, 1996. http://hdl.handle.net/1721.1/7575.

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Ercolano, Michael R. "The evolution of a Japanese theory of conflict management and implications for Japanese Foreign policy." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2001. http://handle.dtic.mil/100.2/ADA401161.

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Thesis (M.A. in National Security Affairs) Naval Postgraduate School, December 2001.
"December 2001." Thesis Advisor(s): Olsen, Edward A. ; Turner, Michael A. Includes bibliographical references (p. 75-83). Also available online.
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Tomlinson, Phil. "The nature of the Japanese transnational corporation and the real effects of transnational activity upon Japan's machinery industries." Thesis, University of Warwick, 2001. http://wrap.warwick.ac.uk/105221/.

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This thesis is concerned with exploring the nature of the Japanese transnational corporation and analysing the real effects of their transnational activities within Japan’s machinery industries. The machinery industries are the most important of Japan’s manufacturing sectors. The sector is also the most open of all Japanese manufacturing industry to the forces of globalisation and has seen the global emergence of Japan’s so-called “national champions”, such as Toyota, Hitachi and Sony. Japan’s transnationals have been pursuing global strategies to compete with their international rivals. In particular, they have been strategically developing their own transnational production networks, consisting of their core keiretsu partners and suppliers, to facilitate the use of global outsourcing. These transnational activities are changing the nature of Japan’s domestic industrial structure. In this respect, there have been concerns that the global expansion of Corporate Japan has had real consequences for domestic Japanese manufacturing. In particular, there have been concerns that the growth in Japanese transnational production will lead to a “hollowing out” of Japanese manufacturing industry (Fujita and Hill 1989; Cowling and Tomlinson, 2000). These important issues form the subject matter of this thesis. We begin by tracing the emergence of Japan’s transnational corporations - within the machinery sector - and the growth in Japanese transnational production. Using a Case Study of the Japanese automobile industry, we then highlight the growth in Japanese transnational production networks, known as the new keiretsu. This new keiretsu provides Japan’s transnational corporations with an inside option to “divide and rule” both their suppliers and their global labour force. We uncover direct evidence of this strategy from interviews and a questionnaire with Managing Directors and Senior Managers of Japanese auto-suppliers, based in the UK. We argue that such activities create interdependent linkages between the Japanese transnationals’ affiliates around the globe. Consequently, the transnationals’ strategic decisions, which determine the level of production, investment and employment at their domestic and foreign affiliates will then have a real effect upon the performance of domestic Japanese manufacturing. We provide both econometric and survey evidence to show that this is indeed the case. Finally, in the light of our conclusions we suggest possible ways forward for Japanese industrial policy.
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Kuo, Weiyo. "Essays on equity style and asset management." Thesis, University of Cambridge, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324848.

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Akihiko, Fukunaga. "Understanding contemporary Japanese management : beyond universal and local explanations." Thesis, Lancaster University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.250011.

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Books on the topic "Japanese management"

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Haak, René, and Markus Pudelko, eds. Japanese Management. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289.

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Iwashita, Hitoshi. Japanese Management. Abingdon, Oxon ; New York, NY : Routledge, 2017. |: Routledge, 2016. http://dx.doi.org/10.4324/9781315308272.

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Yamazaki, Katsuo. Japanese Global Management. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230367111.

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Sakurai, Michiharu. Japanese cost management. Menlo Park, CA: Crisp Publications, 1997.

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Kono, Toyohiro, and Stewart Clegg. Trends in Japanese Management. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333993897.

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Abegglen, James C. 21st-Century Japanese Management. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230500853.

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Kuriyama, Naoki. Japanese Human Resource Management. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43053-9.

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Kambayashi, Norio, ed. Japanese Management in Change. Tokyo: Springer Japan, 2015. http://dx.doi.org/10.1007/978-4-431-55096-9.

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1959-, Beechler Schon, and Stucker Kristin 1966-, eds. Japanese business. London: Routledge, 1998.

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Case studies in Japanese management. Singapore: World Scientific, 2011.

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Book chapters on the topic "Japanese management"

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Haak, Ulrike Maria, and René Haak. "Japanese Management." In Market Entry in Japan, 37–73. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230582170_4.

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Pudelko, Markus, and René Haak. "The Current State of the Japanese Economy and Challenges for Japanese Management: An Overview." In Japanese Management, 3–18. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_1.

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Haak, René. "Japanese Production Management: Organizational Learning at the Confluence of Knowledge Transfer, Technology Development and Work Organization." In Japanese Management, 213–37. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_10.

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Pudelko, Markus. "Continuity versus Change: The Key Dilemma for Japanese Management." In Japanese Management, 241–52. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_11.

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Methé, David. "Continuity through Change in Japanese Management: Institutional and Strategic Influences." In Japanese Management, 21–54. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_2.

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Ballon, Robert J. "Organizational Survival." In Japanese Management, 55–77. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_3.

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Beechler, Schon L. "The Long Road to Globalization: In Search of a New Balance between Continuity and Change in Japanese MNCs." In Japanese Management, 78–96. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_4.

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Dore, Ronald. "Innovation for Whom?" In Japanese Management, 97–115. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_5.

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Teramoto, Yoshiya, and Caroline Benton. "Organizational Learning Mechanisms for Corporate Revitalization." In Japanese Management, 116–32. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_6.

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Nottage, Luke, and Leon Wolff. "Corporate Governance and Law Reform in Japan: From the Lost Decade to the End of History?" In Japanese Management, 133–66. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523289_7.

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Conference papers on the topic "Japanese management"

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FORST, ARON, and PARISSA HAGHIRIAN. "Nintendo Strategic Management Japanese Style." In Third International Conference on Advances In Economics, Social Science and Human Behaviour Study - ESSHBS 2015. Institute of Research Engineers and Doctors, 2015. http://dx.doi.org/10.15224/978-1-63248-085-9-56.

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"The Application of Japanese Animations in College Japanese Teaching." In 2017 International Conference on Financial Management, Education and Social Science. Francis Academic Press, 2017. http://dx.doi.org/10.25236/fmess.2017.19.

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Liu, Qiaoying. "On Japanese Culture Education in Japanese Teaching." In 2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/essaeme-17.2017.85.

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Dong, Lili. "Research on the Influence of Japanese Multicultural on Japanese Literature." In 4th International Conference on Management Science, Education Technology, Arts, Social Science and Economics 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/msetasse-16.2016.286.

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Yu, Aibo. "Cultural Introduction in Japanese Teaching." In International Conference on Education, Management, Computer and Society. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/emcs-16.2016.359.

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Qian, Cheng. "Innovation and Reform of Japanese Practical Teaching Based on Japanese Lexical Analysis." In 2020 2nd International Conference on Economic Management and Model Engineering (ICEMME). IEEE, 2020. http://dx.doi.org/10.1109/icemme51517.2020.00210.

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Ushio, Jiro. "Japanese Management in an Era of Change." In 1999 International Conference on Solid State Devices and Materials. The Japan Society of Applied Physics, 1999. http://dx.doi.org/10.7567/ssdm.1999.p-1.

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Wang, He. "Changes of Japanese Phonetics." In 2017 International Conference on Humanities Science, Management and Education Technology (HSMET 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/hsmet-17.2017.152.

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Sonoda, Takumi, and Takao Miura. "Data mining for Japanese collocation." In 2012 Seventh International Conference on Digital Information Management (ICDIM). IEEE, 2012. http://dx.doi.org/10.1109/icdim.2012.6360117.

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LAW, Kurtz, Irina TARABAN, Takatomo ITOI, and Dorin MARCHIS. "TRADITIONS IN JAPANESE CORPORATE CULTURE AND ITS IMPACT ON WORK PERFORMANCE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/04.06.

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This paper examines core cultural differences between Western and Japanese employees’ perceptions of the sense of belonging, morale, team conflict and work devotion in the context of work productivity. A questionnaire-based survey involving 135 employees from organizations in Japan, was carried out for data collection. The main results obtained through structural equation modelling suggest a positive effect on work productivity between three of the elements, morale, conflict and work devotion, and a negative correlation for the sense of belonging. The findings may be useful for cross-cultural understanding when undertaking business projects with Japanese companies and employees.
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Reports on the topic "Japanese management"

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Wolff, Jonathan. Japanese Science and Technology Management Program (JSTMP) Final Technical Report. Fort Belvoir, VA: Defense Technical Information Center, December 1999. http://dx.doi.org/10.21236/ada387640.

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Ito, Takatoshi, Satoshi Koibuchi, Kiyotaka Sato, and Junko Shimizu. Exchange Rate Exposure and Risk Management: The case of Japanese Exporting Firms. Cambridge, MA: National Bureau of Economic Research, March 2015. http://dx.doi.org/10.3386/w21040.

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Setiawati, Santi. The Financial and Institutional Mechanism of the Sanitation and Wastewater Management System: Learning from the Japanese Experience. Asian Development Bank Institute, December 2022. http://dx.doi.org/10.56506/sdmv4349.

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Le, Tomoko. What is the Nature of the Conflict Experienced by Japanese Workers in International Companies Based in Japan and What Type of Conflict Management do They Access? Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.5822.

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Yoozbashizadeh, Mahdi, and Forouzan Golshani. Robotic Parking Technology for Congestion Mitigation and Air Quality Control Around Park & Rides. Mineta Transportation Institute, June 2021. http://dx.doi.org/10.31979/mti.2021.1936.

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A lack or limited availability for parking may have multiple consequences, not the least of which is driver frustration, congestion, and air pollution. However, there is a greater problem that is not widely recognized by the public, namely the negative effect on the use of transit systems due to insufficient parking spaces close to key transit stations. Automated parking management systems, which have been successfully deployed in several European and Japanese cities, can manage parking needs at transit stations more effectively than other alternatives. Numerous studies have confirmed that quick and convenient automobile access to park-and-ride lots can be essential to making public transit competitive with the automobile in suburban areas. Automated parking systems use a robotic platform that carries each vehicle to one of the locations in a custom designed structure. Each location is designed compactly so that considerably more vehicles can be parked in the automated garages than the traditional parking lots. Central to the design of these systems are three key technologies, namely: 1. Mechanical design and the operation of vehicle transfer, i.e., the robotic platform 2. Structural and architectural requirements to meet safety and earthquake standards, among other design imperatives, 3. Automation and intelligent control issues as related to the overall operation and system engineering. This article concerns the first technology, and more specifically the design of the robotic platform for vehicle transfers. We will outline the overall design of the robot and the shuttle, followed by a description of the prototype that was developed in our laboratories. Subsequently, performance related issues and scalability of the current design will be analyzed.
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Chandrasekhar, C. P. The Long Search for Stability: Financial Cooperation to Address Global Risks in the East Asian Region. Institute for New Economic Thinking Working Paper Series, March 2021. http://dx.doi.org/10.36687/inetwp153.

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Forced by the 1997 Southeast Asian crisis to recognize the external vulnerabilities that openness to volatile capital flows result in and upset over the post-crisis policy responses imposed by the IMF, countries in the sub-region saw the need for a regional financial safety net that can pre-empt or mitigate future crises. At the outset, the aim of the initiative, then led by Japan, was to create a facility or design a mechanism that was independent of the United States and the IMF, since the former was less concerned with vulnerabilities in Asia than it was in Latin America and that the latter’s recommendations proved damaging for countries in the region. But US opposition and inherited geopolitical tensions in the region blocked Japan’s initial proposal to establish an Asian Monetary Fund, a kind of regional IMF. As an alternative, the ASEAN+3 grouping (ASEAN members plus China, Japan and South Korea) opted for more flexible arrangements, at the core of which was a network of multilateral and bilateral central bank swap agreements. While central bank swap agreements have played a role in crisis management, the effort to make them the central instruments of a cooperatively established regional safety net, the Chiang Mai Initiative, failed. During the crises of 2008 and 2020 countries covered by the Initiative chose not to rely on the facility, preferring to turn to multilateral institutions such as the ADB, World Bank and IMF or enter into bilateral agreements within and outside the region for assistance. The fundamental problem was that because of an effort to appease the US and the IMF and the use of the IMF as a foil against the dominance of a regional power like Japan, the regional arrangement was not a real alternative to traditional sources of balance of payments support. In particular, access to significant financial assistance under the arrangement required a country to be supported first by an IMF program and be subject to the IMF’s conditions and surveillance. The failure of the multilateral effort meant that a specifically Asian safety net independent of the US and the IMF had to be one constructed by a regional power involving support for a network of bilateral agreements. Japan was the first regional power to seek to build such a network through it post-1997 Miyazawa Initiative. But its own complex relationship with the US meant that its intervention could not be sustained, more so because of the crisis that engulfed Japan in 1990. But the prospect of regional independence in crisis resolution has revived with the rise of China as a regional and global power. This time both economics and China’s independence from the US seem to improve prospects of successful regional cooperation to address financial vulnerability. A history of tensions between China and its neighbours and the fear of Chinese dominance may yet lead to one more failure. But, as of now, the Belt and Road Initiative, China’s support for a large number of bilateral swap arrangements and its participation in the Regional Comprehensive Economic Partnership seem to suggest that Asian countries may finally come into their own.
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