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Journal articles on the topic 'Japanese management'

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Published: 4 June 2021
Last updated: 31 January 2023

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1

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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2

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

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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Smith, Wendy A. "Japanese management in Malaysia." Japanese Studies 13, no. 1 (May 1993): 50–76. http://dx.doi.org/10.1080/10371399308521875.

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12

Schmidt, Richard J. "Japanese management, recession style." Business Horizons 39, no. 2 (March 1996): 70–76. http://dx.doi.org/10.1016/s0007-6813(96)90025-7.

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13

WOOD, STEPHEN. "The Japanese Management Model." Work and Occupations 16, no. 4 (November 1989): 446–60. http://dx.doi.org/10.1177/0730888489016004004.

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14

PUDELKO, MARKUS, and MARK E. MENDENHALL. "The Japanese Management Metamorphosis:." Organizational Dynamics 36, no. 3 (January 2007): 274–87. http://dx.doi.org/10.1016/j.orgdyn.2007.04.006.

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15

Baden-Fuller, Charles. "Special Issue: Japanese Management." Long Range Planning 42, no. 4 (August 2009): 423. http://dx.doi.org/10.1016/j.lrp.2009.07.011.

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16

Ho, Samuel. "Transplanting Japanese management techniques." Long Range Planning 26, no. 4 (August 1993): 81–89. http://dx.doi.org/10.1016/0024-6301(93)90061-j.

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17

Matejka, Ken, and Dick Dunsing. "Japanese/American management myths." Business Horizons 34, no. 6 (November 1991): 54–58. http://dx.doi.org/10.1016/0007-6813(91)90111-8.

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18

Yoshida, Hiroshi. "JAPANESE URBAN MANAGEMENT ACCOUNTING." Financial Accountability & Management 1, no. 1 (June 28, 2008): 93–100. http://dx.doi.org/10.1111/j.1468-0408.1985.tb00246.x.

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19

Tong, Thuy Linh, and Thi Thuy Cao. "Diversity Management in Some Japanese Companies – A New Way to Strengthen Japanese Enterpises’ Competitiveness." International Journal of East Asian Studies 11, no. 1 (March 31, 2022): 3–22. http://dx.doi.org/10.22452/ijeas.vol11no1.2.

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The article analyses the situation of enhancing diversity in human resources in some Japanese enterprises implementing diversity management. In 2012, Japan’s Ministry of Economy, Trade, and Industry officially launched Diversity Management Selection 100-Collection of Best Practices. In particular, Diversity Management is a strategy for enterprises to utilize their human resources required for building competitive advantages in a market environment or a technology structure. This research finds that the concept of diversity in human resources of Japanese enterprises is quite diverse but mainly revolves around four main aspects: gender (female labor), age (senior labor), disability (people with disabilities), nationality (foreign labor). Secondly, in terms of diversification of employees, the Japanese enterprises focus on following priority order: female workers, disabled workers, elderly workers, and foreign workers. This is reflected in the number of programs promoting each type of worker as well as the number of businesses committed to creating favorable conditions for workers in Japan. Thirdly, increasing diversity in human resources not only changes corporate culture but also enhances corporate image domestically and globally. Therefore, diversity management is a new way to strengthen Japanese enterprises' competitiveness.
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20

Edwards, Linda N. "Equal Employment Opportunity in Japan: A View from the West." ILR Review 41, no. 2 (January 1988): 240–50. http://dx.doi.org/10.1177/001979398804100206.

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The Japanese Equal Employment Opportunity Law of 1985, effective in April 1986, prohibits gender discrimination with respect to recruitment, hiring, promotion, training, and job assignment. The author describes the law and assesses its probable impact on the economic opportunities of Japanese women. She argues that two aspects of Japan's socioeconomic environment—the lifetime employment system used by large Japanese private firms, and the labor supply pattern of Japanese women—make it unlikely that the law will have a large impact on the economic status of women in Japan.
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21

Dehbid, Mehdi, and Ayeh Vilkey. "Strategic Marketing Management with Japanese Management Approach." Journal of Politics and Law 9, no. 10 (November 30, 2016): 172. http://dx.doi.org/10.5539/jpl.v9n10p172.

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<p>Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.</p><p>Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization’s situation, and exploring opportunities in the market.</p>Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.
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22

Wakabayashi, Mitsuru, George Graen, Michael Graen, and Martin Graen. "Japanese management progress: Mobility into middle management." Journal of Applied Psychology 73, no. 2 (1988): 217–27. http://dx.doi.org/10.1037/0021-9010.73.2.217.

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23

Kim, Yongdo. "Interfirm Cooperation in Japan's Integrated Circuit Industry, 1960s–1970s." Business History Review 86, no. 4 (2012): 773–92. http://dx.doi.org/10.1017/s0007680512001821.

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In Japan, the integrated circuit (IC) industry has led the way technologically for many other manufacturing industries. According to interviews with key persons at NEC, Tōshiba, and Fujitsu, IC firms' codevelopment with calculator and communication equipment companies greatly contributed to the strong competitiveness of the Japanese IC industry. However, the codevelopment between IC suppliers and their customers in the Japanese calculator markets also helps explain why the competitiveness of Japanese IC industry has been weakened since the late 1990s. The interfirm relations between Japanese IC suppliers and customers and its effects were not so simple and one-sided. The case of Japan's IC industry can be applied to other Japanese industries.
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24

Tsuji, Masatsugu. "Technological Innovation and Management of the Japanese e-Health System." International Conference on Business & Technology Transfer 2004.2 (2005): 97–102. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_97.

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25

Khun, Channary, Sokchea Lim, and Hem Basnet. "Exchange Rate Pass-Through into Japanese Import Prices: Evidence at Both Bilateral and Product Levels." American Business Review 24, no. 2 (November 2021): 115–32. http://dx.doi.org/10.37625/abr.24.2.115-132.

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This study investigates the degree of the exchange rate pass-through to Japanese bilateral import prices at the product level for major Japan's trading partners (US, EU, and Asian NIEs) for a period (1998:1-2010:12) dubbed as Japan's lost decade and marked by a gradual the exchange rate appreciation against the US dollar. By considering both country and product dimensions in a unified framework, this study makes one of the first attempts to analyze the responsiveness of Japanese import prices to exchange rate movement. The empirical analysis suggests a declining exchange rate pass-through to Japanese import prices at the bilateral level in some product categories but increasing in others. However, we find no evidence of the changes in exchange rate pass-through for manufacturing, machinery, and overall product level for each of these partners. Our finding sheds light on the recent decline in exchange rate pass-through to Japanese multilateral import prices and helps calibrate its trade relationship with its partner countries.
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26

Matsuo, T. "Japanese experiences of environmental management." Water Science and Technology 47, no. 1 (January 1, 2003): 7–14. http://dx.doi.org/10.2166/wst.2003.0003.

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Japan experienced a very rapid industrialization and economic growth in the era of income doubling in 1960s and at the same time Japan experienced very severe damage from various types of environmental pollution. In this paper, historical development of population, GNP, energy consumption with classification of petroleum, coal and electric power, and CO2 emission are introduced as basic background data on Japanese development. The tragic experience of Minamata disease and Itai-itai disease caused by methyl mercury and cadmium, respectively, are introduced. In two tables, historical development of water pollution and air pollution are summarized. Regarding solid wastes management, the total mass balance in Japan and recent development in legislation framework for enhancement of recycling of wastes are introduced briefly.
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27

Sinha, Radha. "Japanese government leadership and management." International Affairs 66, no. 2 (April 1990): 442–43. http://dx.doi.org/10.2307/2621478.

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28

崔 勝淏. "The Misunderstood Japanese Style Management." Japanese Modern Association of Korea ll, no. 47 (February 2015): 405–26. http://dx.doi.org/10.16979/jmak..47.201502.405.

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29

Lincoln, James, and Lester Thurow. "The Management Challenge: Japanese Views." Contemporary Sociology 15, no. 3 (May 1986): 460. http://dx.doi.org/10.2307/2070086.

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30

Morimoto, Mitsuo. "Corporate Governance of Japanese Management." TRENDS IN THE SCIENCES 3, no. 8 (1998): 17–21. http://dx.doi.org/10.5363/tits.3.8_17.

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31

SAITO, Takenori. "Americanization and Postwar Japanese Management." Japanese Yearbook on Business History 12 (1996): 5–22. http://dx.doi.org/10.5029/jrbh1984.12.5.

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32

Johnson, Chalmers. "Japanese-Style Management in America." California Management Review 30, no. 4 (July 1988): 34–45. http://dx.doi.org/10.2307/41166525.

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33

Watkins, Peter. "Japanese Management - Lessons for Education." Management in Education 7, no. 3 (September 1993): 28–30. http://dx.doi.org/10.1177/089202069300700314.

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34

Kase, Kimio, and James Yu‐Shan Liu. "Entrepreneurial networking in Japanese management." International Marketing Review 13, no. 3 (June 1, 1996): 13–23. http://dx.doi.org/10.1108/02651339610122973.

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35

Boltho, Andrea, Lester C. Thurow, and Toyohiro Kono. "The Management Challenge. Japanese Views." Pacific Affairs 59, no. 1 (1986): 125. http://dx.doi.org/10.2307/2759027.

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36

Murayama, Kenichi. "Japanese Management and Gaming Simulation." Simulation & Games 16, no. 2 (June 1985): 131–34. http://dx.doi.org/10.1177/0037550085162003.

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37

Matsuda, Takehiko. "The Japanese Way of Management." IEEE Engineering Management Review 13, no. 2 (June 1985): 33–41. http://dx.doi.org/10.1109/emr.1985.4306128.

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38

Prabhakar, H. S. "Japanese-Style Management and Practices." Foreign Trade Review 32, no. 3 (October 1997): 22–41. http://dx.doi.org/10.1177/0015732515970302.

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39

ANDERSON, EARL. "Japanese firms emphasize technology management." Chemical & Engineering News 70, no. 40 (October 5, 1992): 46–48. http://dx.doi.org/10.1021/cen-v070n040.p046.

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40

Darrough, Masako N., Hamid Pourjalali, and Shahrokh Saudagaran. "Earnings management in Japanese companies." International Journal of Accounting 33, no. 3 (January 1998): 313–34. http://dx.doi.org/10.1016/s0020-7063(98)90034-6.

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41

Jolly, Vijay K., and Haruhisa Kayama. "Venture management in Japanese companies." Journal of Business Venturing 5, no. 4 (July 1990): 249–69. http://dx.doi.org/10.1016/0883-9026(90)90020-t.

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42

Stainer, Alan. "Productivity management: the Japanese experience." Management Decision 33, no. 8 (October 1995): 4–12. http://dx.doi.org/10.1108/00251749510093888.

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43

Stewart, Lea P. "Japanese management: Tradition and transition." International Journal of Intercultural Relations 16, no. 3 (June 1992): 351–54. http://dx.doi.org/10.1016/0147-1767(92)90058-3.

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44

Bhappu, Anita D. "The Japanese Family: An Institutional Logic for Japanese Corporate Networks and Japanese Management." Academy of Management Review 25, no. 2 (April 2000): 409. http://dx.doi.org/10.2307/259021.

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45

Bhappu, Anita D. "The Japanese Family: An Institutional Logic for Japanese Corporate Networks and Japanese Management." Academy of Management Review 25, no. 2 (April 2000): 409–15. http://dx.doi.org/10.5465/amr.2000.3312926.

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46

Tachi, Kenichiro. "Lessons learned from mega-disasters and future policy development on water-related disaster management in Japan." Water Policy 17, S1 (February 12, 2015): 25–40. http://dx.doi.org/10.2166/wp.2015.002.

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Japanese disaster management approaches have been enhanced and strengthened through repeated experiences of disasters in the past. The report presents lessons learned from the Great East Japan Earthquake and Tsunami, a disaster caused by a low-probability but extremely large hazard, and introduces the distinct features of Japanese water-related disaster management, including those enhanced and strengthened based on the recent lessons. Finally, drawing from Japan's experiences, messages to be sent to the world from the water-related disaster community are proposed.
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47

FUJIWARA, AYANO, and TOSHIYA WATANABE. "KNOWLEDGE MANAGEMENT USING EXTERNAL KNOWLEDGE." International Journal of Innovation Management 21, no. 04 (May 2017): 1750031. http://dx.doi.org/10.1142/s1363919617500311.

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This study performed an empirical analysis of R&D based on technologies and knowledge embodied in people hired by advanced companies as engineers in emerging countries. In recent years, emerging companies in Asia have been recruiting numerous engineers from Japanese companies for their R&D efforts. This study empirically analysed the R&D performance of companies for which engineers from Japanese companies have become employed. Result shows that those engineers from Japanese companies contributed to increased patent production, patent complexity, and patent quality of companies in emerging Asian countries. However, the contribution is limited. Among the engineers from Japanese companies, engineers who contribute to increased patent production and who contribute to patent complexity, and patent quality are different.
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48

Fiftal Alarid, Leanne, and Hsiao‐Ming Wang. "Japanese management and policing in the context of Japanese culture." Policing: An International Journal of Police Strategies & Management 20, no. 4 (December 1997): 600–608. http://dx.doi.org/10.1108/13639519710192841.

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49

Xu, Hong Mei. "Based on the Management of Japanese Teaching Methods to Explore." Advanced Materials Research 1044-1045 (October 2014): 1581–83. http://dx.doi.org/10.4028/www.scientific.net/amr.1044-1045.1581.

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Japanese professional hotel management and traditional Japanese professional have certain differences between institutions of higher learning, its focus on training students' level of Japanese and combined with actual business hotel. This paper analyzes the hotel management in higher vocational college Japanese teaching present situation and existing problems, the construction of the hotel management of Japanese teaching reform scheme is put forward, and explore the feasible teaching mode, in order to effectively promote domestic Japanese teaching reform and the improvement of teaching quality.
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50

Ashta, Ashok, Peter Stokes, and Paul Hughes. "Change management in Indo-Japanese cross-cultural collaborative contexts." Journal of Organizational Change Management 31, no. 1 (February 12, 2018): 154–72. http://dx.doi.org/10.1108/jocm-05-2017-0201.

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Purpose Within the globalized commercial context, Japanese business activity in India has increased significantly. The purpose of this paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance “reverse adaptation”, using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts. Design/methodology/approach A literature review was undertaken which found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and Nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualized through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review. Findings The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management. Research limitations/implications The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalization are recognized within the study. The paper offers important implications on Indo-Japanese collaboration and change management. Practical implications These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations. Social implications There is emerging research on how traditional Indian philosophy tenets can be found in modern (western) management. This paper provides reasons, based in the extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change. Originality/value The paper offers in-depth original insights into Indo-Japanese collaborative contexts.
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