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Статті в журналах з теми "Japanese managers"

Автор: Grafiati

Опубліковано: 10 грудня 2022

Оновлено: 28 січня 2023

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1

Powell, Gary N., and Yasuaki Kido. "Managerial Stereotypes in a Global Economy: A Comparative Study of Japanese and American Business Students' Perspectives." Psychological Reports 74, no. 1 (February 1994): 219–26. http://dx.doi.org/10.2466/pr0.1994.74.1.219.

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This study examined stereotypes of American managers, Japanese managers, and a “good manager” held by 264 Japanese and 249 American business students. Although neither the American nor Japanese managerial stereotype resembled that of a good manager in either sample, the stereotypes of a good manager were considerably different for these samples. Japanese students' preferences for a Japanese versus an American manager were consistent with their beliefs about who was the better manager. American students' preferences were less consistent.

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2

Warner, Malcolm. "How Japanese Managers Learn." Journal of General Management 17, no. 3 (March 1992): 56–71. http://dx.doi.org/10.1177/030630709201700305.

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3

Wong, May M. L. "Internationalizing Japanese Expatriate Managers." Management Learning 32, no. 2 (June 2001): 237–51. http://dx.doi.org/10.1177/1350507601322005.

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4

Ishii, Kumi. "Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)." International Journal of Business Communication 58, no. 1 (November 1, 2017): 106–24. http://dx.doi.org/10.1177/2329488417735647.

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Employees in multinational organizations (MNOs) face differences in accounts provided by other members, yet an inappropriate account could damage the account-giver’s career. This study examines account-giving in the eyes of the manager in an MNO context. A thematic analysis was conducted on the expected account-giving from 23 Japanese and 20 American managers in the United States. The results show that American managers typically view the out-of-control account as appropriate, whereas Japanese managers expect an apology in an untoward situation. In addition, this study gives insights to the apology account expected by Japanese managers. They expect an explicit apology for the lack of immediate communication rather than for the failing project. More interestingly, many Japanese managers expect an implicit form of apologies through self-reflection. Other findings including cultural amalgamation in MNOs and practical implications for MNO members are discussed along with the implications for the existing account taxonomy.

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5

GROTENHUIS, F. D. J., J. A. NEUIJEN, and C. DWIATMADJA. "CULTURE, LEADERSHIP-STYLES AND STRESS: A COMPARATIVE STUDY OF JAPANESE AND AMERICAN JOINT VENTURES IN INDONESIA." Journal of Enterprising Culture 07, no. 02 (June 1999): 127–54. http://dx.doi.org/10.1142/s0218495899000091.

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This exploratory study examined differences between Japanese- and American joint ventures in Indonesia in relation to culture. Especially leadership-styles and stress are examined as effects of differences in national cultures. It was expected that the Japanese management-style would better fit in with the expectations of Indonesian workers and that the level of stress experienced by Indonesian workers would subsequently be lower in these Japanese/Indonesian joint-ventures, compared to the American/Indonesian joint-ventures in our study. In decision making we expected the Japanese managers to focus more on consensus, which would result in a more 'human-oriented' leadership-style. American managers on the other hand would be more 'task-oriented' as a result of their focus on goal-attainment. Result indicate that the leadership-style of Japanese managers fits in better with the expectations of Indonesian workers than do the leadership-styles of American managers. However, we found that both Japanese and Indonesian managers are more human-oriented than American managers and more task-oriented as well. They simply seem to be more active than the American managers. Indonesian employees managed by American managers experienced less stress than Indonesian employees managed by Japanese or Indonesian managers.

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6

Shimizu, Katsuhiko. "A Quasi-Global Mindset: Psychological and Structural Factors That Made Japanese MNCs Succeed in the West and Struggle in China." World Journal of Business and Management 4, no. 1 (April 10, 2018): 18. http://dx.doi.org/10.5296/wjbm.v4i1.12981.

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The aim of this study is examining why many Japanese MNCs, which are embedded in Eastern cultures, were successful in the late 1970s and 1980s in Western markets, but have struggled in Eastern emerging markets such as China since the mid-2000s. The success of Japanese MNCs in Western developed countries, whose cultural, institutional, and business environments are very different from the Japanese market, suggests that Japanese managers were developing global mindsets. Thus, their recent struggle in China, which should have more commonalities with Japanese markets than Western markets, is a puzzle and should provide important implications for both researchers and practitioners. Based on the results of exploratory interviews with senior executives of ten large Japanese MNCs, we proposed the idea of a quasi-global mindset, which characterizes Japanese managers’ mindsets that are not truly global but are subjectively global. To the extent that managers erroneously believe they have a global mindset and that traditional organizational structures and systems block opportunities to recognize the problem, managers cannot understand the real problems and thus falsely attribute difficulties to the external environment. This study provides important implications to Japanese MNC managers as well as other MNC managers in terms of articulating the importance as well as the difficulties in obtaining true global mindset.

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7

Lin, Wenling. "Performance of Institutional Japanese Equity Fund Managers." Journal of Portfolio Management 32, no. 4 (July 31, 2006): 117–27. http://dx.doi.org/10.3905/jpm.2006.644203.

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8

Wolff, Michael F. "Managers at Work: Working in Japanese Laboratories." Research-Technology Management 32, no. 1 (January 1989): 9–11. http://dx.doi.org/10.1080/08956308.1989.11670567.

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9

Everett, James E., and Bruce W. Stening. "The Overseas Assignment Preferences of Japanese Managers." Environment and Behavior 21, no. 2 (March 1989): 151–74. http://dx.doi.org/10.1177/0013916589212002.

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10

Helms, Marilyn M. "JAPANESE MANAGERS: THEIR CANDID VIEWS ON ENTREPRENEURSHIP." Competitiveness Review 13, no. 1 (January 2003): 24–34. http://dx.doi.org/10.1108/eb046449.

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11

Kameda, Naoki. "Communication competency of Japanese managers in Singapore." Corporate Communications: An International Journal 5, no. 4 (December 2000): 204–10. http://dx.doi.org/10.1108/13563280010379147.

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12

Ohe, Takeru, Shuji Honjo, and Ian C. Macmillan. "Japanese entrepreneurs and corporate managers: A comparison." Journal of Business Venturing 5, no. 3 (May 1990): 163–76. http://dx.doi.org/10.1016/0883-9026(90)90030-w.

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13

Eweje, Gabriel, and Mina Sakaki. "CSR in Japanese Companies: Perspectives from Managers." Business Strategy and the Environment 24, no. 7 (November 2015): 678–87. http://dx.doi.org/10.1002/bse.1894.

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14

Nguyen, Ngoc Anh, and Quoc Trung Pham. "The Impacts of Organizational Culture on Knowledge Transfer Between Japanese Managers and Vietnamese Employees in Japanese Enterprises." International Journal of Knowledge Management 17, no. 4 (October 2021): 109–25. http://dx.doi.org/10.4018/ijkm.2021100106.

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Knowledge transfer effectiveness is considered one of the most important factors for ensuring the success of any enterprise, especially for multinational enterprises. However, in the case of Japan, the effectiveness of knowledge transfer between Japanese managers and foreign employees is not high. This limited effectiveness is understood as linked to the cultural distance between Japanese managers and foreign employees. The main goal of this study is to explore the impact of organizational culture on knowledge transfer in Japanese enterprises. Quantitative survey research was conducted with 365 respondents, who are Vietnamese labourers working in Japan. Analysis showed that two factors had a positive impact on the effectiveness of knowledge transfer: cultural openness and managers' communication ability. The study draws on these results to make recommend improvements in the knowledge transfer process between Japanese managers and Vietnamese employees.

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15

Dhungel, Bibha, Tomoe Murakami, Koji Wada, Shunya Ikeda, and Stuart Gilmour. "Difference in Mortality Rates by Occupation in Japanese Male Workers Aged 25 to 64 Years from 1980 to 2015." International Journal of Environmental Research and Public Health 19, no. 18 (September 9, 2022): 11328. http://dx.doi.org/10.3390/ijerph191811328.

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This study examines the trends in mortality among Japanese working men, across various occupational categories, from 1980 to 2015. A Poisson model of trend, occupational category, and step variable was analysed for eight occupational categories separately, by cause, to explore the trends in mortality. This study found a sharp increase in mortality in the late 1990s, especially among professionals and managers. The overall trends in cancer, ischemic heart disease (IHD), cerebrovascular disease (CVD), and suicide mortality decreased across almost all occupational categories from 1980 to 2015, although there was an increasing trend in cancer of 0.5% among managers. Clerical workers had the greatest relative decrease in mortality rates from cancer (−82.9%), IHD (−81.7%), and CVD (−89.1%). Japan continues to make gains in lowering mortality and extending life expectancy, but its workplace culture must improve to ensure that those working at the heart of the Japanese corporate world can also benefit from Japan’s progress in health. Mortality rates in working-aged Japanese men have been declining. However, similar declines are not evident among managers, for whom the mortality rate is remaining stable or slightly increasing. There is a need to address the needs of managers and improve workplace environments for these workers.

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16

Kakabadse, Andrew, Andrew Myers, and Lola Okazaki‐Ward. "Japanese managers operating in Europe: implications for international management and Japanese secondees." Journal of European Industrial Training 20, no. 7 (October 1996): 10–16. http://dx.doi.org/10.1108/03090599610127864.

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17

Morgan, Glenn, Bill Kelly, Diana Sharpe, and Richard Whitley. "Global managers and Japanese multinationals: internationalization and management in Japanese financial institutions." International Journal of Human Resource Management 14, no. 3 (May 2003): 389–407. http://dx.doi.org/10.1080/0958519022000031816.

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18

Nemoto, Kumiko. "Global Production, Local Racialized Masculinities: Profit Pressure and Risk-taking Acts in a Japanese Auto-parts Company in the United States." Men and Masculinities 23, no. 3-4 (May 14, 2018): 476–98. http://dx.doi.org/10.1177/1097184x18775468.

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Expansion of global production in the automotive industry has made America’s local plants increasingly racially varied but also more financially pressured. However, research on global firms under financial pressure that focuses on the workplace dynamics of managers and production workers of different races and nationalities remains limited. This article examines the organizational processes of masculinity enactment of three groups of men—Japanese managers, American managers, and American production workers—in a financially pressured Japanese auto-parts company. It describes how Japanese managers rationalized account manipulation as a profit recovery scheme and American workers validated this approach as being self-sacrificing and representative of heroic leadership; white American managers asserted their authority over engineers, women, and Japanese men by using intimidation and emasculation; and a production worker displayed his compensated masculinity by forcing his team to engage in hiding defective products. This article discusses the implications of these acts and their legitimization of unethical behaviors with the goal of increasing corporate profits from the perspectives of masculinities and of management.

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19

Ito, Hiroshi. "What Does Marketing Mean to Japanese NPO Managers?" Asian Social Science 14, no. 4 (March 19, 2018): 1. http://dx.doi.org/10.5539/ass.v14n4p1.

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For the past two decades, the number of nonprofit organizations (NPOs) in Japan has notably increased. As competition for funding is tougher than ever before, marketing plays a crucial role for NPOs to seek financial and human resources and deliver social services. Previous research regarding Japanese nonprofit marketing identifies that NPOs that are oriented more toward marketing face fewer issues and perform better than those who do not invest in marketing activities. As the existing literature suggests, however, many nonprofit managers do not understand the rationale of marketing and are often biased in believing that it is a business activity for making profit that is irrelevant to NPOs. The situation may be similar or even worse in Japan as some Japanese nonprofit managers appear biased against business and may regard marketing as a means of manipulating customers and selling products. In this context, the present study examines how nonprofit managers in Japan view marketing, as their views on marketing may affect their organizations’ marketing activities.

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20

Goto, Yuko, Hisayuki Miura, and Naomi Ito. "Comparison between the Chief Care Manager and the Normal Care Manager on Hospitalization and Discharge Coordination Activities in Japan: An Online Cross-Sectional Study of Care Managers in Aichi Prefecture." International Journal of Environmental Research and Public Health 19, no. 19 (September 25, 2022): 12122. http://dx.doi.org/10.3390/ijerph191912122.

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The Japanese long-term care insurance system came into operation in the year 2000 and the chief care manager certification system was established in 2006 to improve the quality of care management. Certified chief care managers are expected to perform the role of a specialist. The purpose of this study was to determine the impact of the chief care manager certificate in coordination with hospitals. In this online cross-sectional survey, responses were obtained from 448 care managers engaged in long-term care activities with all in-home long-term care support providers. Among these 448 care managers, 301 had the chief care manager certificate. Of these care managers, ≥90% regularly asked their patients about their “values” and ≥80% provided their patients with hospitalization and discharge support. Of the care managers who provided their patients with hospitalization support, 80% provided the hospitals with information regarding patient “values” at the time of hospitalization, and 50% provided the hospitals with information regarding patient “values” and information. The chief care manager certificate had positive effects on confidence in hospitalization and discharge support. However, no significant difference was observed between the activities of chief and normal care managers in terms of hospitalization and discharge support.

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21

Tao, Masao. "Role stress and fatigue in Japanese middle managers." Japanese journal of psychology 57, no. 4 (1986): 246–49. http://dx.doi.org/10.4992/jjpsy.57.246.

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22

Hijirida, Kyoko, and Susan Grohs Iwamura. "Languages for Travel Industry Managers: Focus on Japanese." Foreign Language Annals 19, no. 1 (February 1986): 19–24. http://dx.doi.org/10.1111/j.1944-9720.1986.tb01000.x.

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23

Swierczek, Fredric William, and Jun Onishi. "Culture and conflict: Japanese managers and Thai subordinates." Personnel Review 32, no. 2 (April 2003): 187–210. http://dx.doi.org/10.1108/00483480310460216.

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24

Ozawa, Kazuhiko. "Managers’ experiences as recipients: impact on organizational change." Journal of Organizational Change Management 33, no. 1 (November 28, 2019): 143–56. http://dx.doi.org/10.1108/jocm-05-2018-0137.

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Purpose Drawing on insights from change experience research, the purpose of this paper is to examine the influence of managers’ experiences, as change recipients, on organizational change implemented by the managers. Design/methodology/approach Since the Japanese sports context fits well with the aims of this research, longitudinal data of Japanese baseball are used to test the hypotheses. The data set was created using resources such as books published by Japanese baseball institutions. Following previous research, teams are regarded as organizations, and the number of changed players in teams per year is considered. The hypotheses have been tested using regression analysis on a yearly basis. Findings Managers’ experiences as change recipients are an essential determinant of organizational change. The findings show that the amount of change these managers experience is associated with the magnitude of organizational change they implement. Past change experiences in each organization positively moderates this relationship. Originality/value Previous studies examined managers’ experience after their appointment, and showed its influence on organizational change. However, scarce research examines the effect of managers’ experiences as change recipients on the organizational change they implement. Thus, this is the first study to analyze and test the effects of such experiences on organizational change.

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25

Min, Chung-Ki, and Sun Young Whang. "The Impact of Ownership Structure on Earnings Usefulness: Japanese Evidence." International Area Review 4, no. 1 (March 2001): 109–24. http://dx.doi.org/10.1177/223386590100400108.

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Using a large sample of Japanese firms, this paper examines the impact of the ownership structure on managerial incentives for income smoothing through discretionary accrual choices. Our results show that like US managers, Japanese managers engage in income smoothing in consideration of both current earnings and expected future earnings. More importantly, we find that managers' ability to smooth income through discretionary accrual choices is constrained by external monitoring by financial institutions, while it is enhanced by managerial entrenchment arising from cross-corporate shareholdings.

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26

Kwak, Wikil, Ho-Young Lee, and Susan W. Eldridge. "Earnings Management by Japanese Bank Managers Using Discretionary Loan Loss Provisions." Review of Pacific Basin Financial Markets and Policies 12, no. 01 (March 2009): 1–26. http://dx.doi.org/10.1142/s0219091509001526.

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This paper investigates Japanese bank managers' use of the discretionary component of loan loss provisions to manage earnings during the recession of the late 1990s. Although studies of US banks document that bank managers use loan loss provisions to smooth earnings, manage regulatory capital, and signal undervaluation, factors that may affect discretionary loan loss provisions in Japanese banks have not been empirically examined. We find that discretionary loan loss provisions for our sample of Japanese banks are positively related to the demand for external financing, realized securities gains, and prior year taxes and are negatively related to capital and pre-managed earnings.

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27

Wong, May M. L. "Organizational Learning via Expatriate Managers: Collective Myopia as Blocking Mechanism." Organization Studies 26, no. 3 (March 2005): 325–50. http://dx.doi.org/10.1177/0170840605049801.

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Qualitative case studies of two Japanese multinational department stores in Hong Kong are used to illustrate possible blocking mechanisms and collective myopia that hinder Japanese expatriate managers in acquiring double-loop organizational learning in their international assignments. Four major blocking mechanisms were identified — parent company community spirit, dozoku inhabitants, parent company’s translators and desire for normality. These blocking mechanisms were related to the Japanese head office’s culture, ideology and desire to control. They inhibited the expatriates from challenging established practices, procedures and norms, prevented them from becoming knowledgeable human agents, and hindered them from forming reflexivity. The expatriates, as a result, failed to learn from their international assignments. A conceptual model for expatriate learning and blocking mechanisms is drawn from the case examples, and implications for improving expatriate management to strengthen organizational learning are discussed.

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28

Chiu, Randy K., May M. Wong, and Frederick A. Kosinski. "CONFUCIAN VALUES AND CONFLICT BEHAVIOR OF ASIAN MANAGERS: A COMPARISON OF TWO COUNTRIES." Social Behavior and Personality: an international journal 26, no. 1 (January 1, 1998): 11–21. http://dx.doi.org/10.2224/sbp.1998.26.1.11.

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It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and moral codes. The purposes of this study were to investigate whether there was a difference between the way that the managers of these two countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations.

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29

Teh, Limin. "Labor Control and Mobility in Japanese-Controlled Fushun Coalmine (China), 1907−1932." International Review of Social History 60, S1 (August 28, 2015): 95–119. http://dx.doi.org/10.1017/s0020859015000346.

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AbstractThe prevalence and persistence of labor contractors in China’s mining industry during the first half of the twentieth century is frequently attributed to foreign management’s avoidance of directly managing Chinese laborers. However, in Japanese-controlled Fushun Coalmine, Japanese management’s reliance on labor contractors over four decades (1907−1945) represented an expansion in management’s reach in labor management. In this article, I examine the period of Japanese control (1907−1932), during which Japanese mine managers resorted to bureaucratic means to control labor contractors. Using labor process theorists, particularly Richard Edwards, to read company archival documents, I argue that salient features of the Chinese labor market, namely Chinese migrant labor’s mobility and international competition for Chinese labor, compelled Japanese managers to extend control over labor contractors.

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30

Doeringer, Peter B., Christine Evans-Klock, and David G. Terkla. "Hybrids or Hodgepodges? Workplace Practices of Japanese and Domestic Startups in the United States." ILR Review 51, no. 2 (January 1998): 171–86. http://dx.doi.org/10.1177/001979399805100201.

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This study examines the adoption of high-performance workplace management practices in Japanese and domestic manufacturing plants, spanning a broad range of products and technologies, that began operations in the United States between 1978 and 1988. Japanese transplants, the authors find, were likely to adopt “hybrid” systems of high-performance practices melding Japanese principles of workplace management with the American industrial relations system. Domestic startups incorporated many of these same techniques, but they tended to take a more limited and piecemeal approach. The managers of domestic startups also paid less attention to how individual high-performance practices fit into an overall system of efficient workplace management than did managers at Japanese transplants.

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31

Kotera, Yasuhiro, and William Van Gordon. "Japanese managers’ experiences of neuro-linguistic programming: a qualitative investigation." Journal of Mental Health Training, Education and Practice 14, no. 3 (May 13, 2019): 174–85. http://dx.doi.org/10.1108/jmhtep-06-2018-0033.

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Purpose Though several work-related mental health training initiatives have been implemented in Japan, the effectiveness of such approaches remains unclear. Consequently, some Japanese corporations prefer using interventions such as neuro-linguistic programming (NLP) to improve employee mental health and wellbeing. This language-based development methodology has been the subject of debate in terms of the quality of the underlying empirical evidence. However, a perspective missing from this debate is an evidence-based understanding of the first-hand experiences of employees that have undertaken NLP training. The purpose of this paper is to inform this debate by conducting a rigorous qualitative examination of the experiences of Japanese senior managers who had recently received training in NLP. Design/methodology/approach Semi-structured interviews attended by 11 Japanese NLP master practitioners were analysed using thematic analysis. Findings Four themes emerged from the data set: improving work-related mental health, NLP fosters a better understanding of the mind, NLP helps to reframe perspectives relating to work and mental health, and challenges of NLP training. Originality/value While managers found NLP training skills such as reframing and neuro-logical levels useful to their managerial practice and mental health more generally, they raised concerns about NLP’s reputation as well as the utility of some of the techniques employed in NLP.

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32

Scranton, Philip. "A blunt Japanese view of Poland’s socialist-era managers." Entreprises et histoire 80, no. 3 (2015): 176. http://dx.doi.org/10.3917/eh.080.0176.

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33

Tolich, Martin, Martin Kennedy, and Nicole Biggart. "Managing the Managers: Japanese Management Strategies in the USA." Journal of Management Studies 36, no. 5 (September 1999): 587–607. http://dx.doi.org/10.1111/1467-6486.00150.

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34

Biriukov, Pavel N. "To the Status of Managers of Japanese Legal Persons." Russian Journal of Legal Studies 4, no. 2 (June 15, 2015): 44–47. http://dx.doi.org/10.13187/rjls.2015.4.44.

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35

Soeda, S. "An individualized mental health education programme for Japanese managers." Occupational Medicine 70, no. 3 (February 20, 2020): 176–82. http://dx.doi.org/10.1093/occmed/kqaa025.

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Abstract Background Mental health education for managers has typically been conducted using a group format. Few studies have examined the provision of individualized education. Aims This study discussed the evaluations and characteristic needs of participants in an individualized mental health education programme while examining avenues for providing such education. Methods Eighty-nine individualized education sessions were conducted for managers (87 males, 2 females) with a mean age of 42.6 years (SD = 5.1) at an assembly factory in Japan. Data from anonymous self-administered questionnaires completed before and after the education programme were analysed. Results Overall, 95% of the managers (81/85) approved the individualized education format. The characteristic needs of participants with high motivation (45%, 38/85) were mental health consultations for managers (37%, 14/38, 95% confidence interval [CI] 1.62–14.7, P < 0.01) and subordinate-related concerns (18%, 7/38, 95% CI 1.11–22.8, P < 0.05). Conclusions Individualized education may be a suitable method for conducting mental health consultations. It is recommended that the introduction of individualized education formats be implemented through voluntary consultations following group education. Individualized education may contribute to early intervention for work-related mental disorders.

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36

Tayeb, Monir. "Japanese managers and British culture: a comparative case study." International Journal of Human Resource Management 5, no. 1 (February 1994): 145–66. http://dx.doi.org/10.1080/09585199400000008.

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37

Thomas, David C., and Brian Toyne. "Subordinates' responses to cultural adaptation by Japanese expatriate managers." Journal of Business Research 32, no. 1 (January 1995): 1–10. http://dx.doi.org/10.1016/0148-2963(94)00003-w.

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38

Hazera, Alejandro. "A Comparison of Japanese and U.S. Corporate Financial Accountability and its Impact on the Responsibilities of Corporate Managers." Business Ethics Quarterly 5, no. 3 (July 1995): 479–97. http://dx.doi.org/10.2307/3857395.

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Abstract:This paper addresses whether the adoption of Japanese financial practices by U.S. corporations can be used as a basis for encouraging U.S. managers to promote the interests of their (human) organizations over those of stockholders. An historical overview is provided of how the corporate organization in each country evolved and the corresponding development of managers’ responsibilities to the corporate organization versus shareholders. These concepts are then examined within the context of each country’s contemporary corporate financial structure and the corresponding financial responsibilities of managers to the corporate organization versus shareholders. A discussion is then provided of whether the values embodied in each system would affect the ability of the United States to encourage a more “corporate-oriented” ethic in its managers by adopting Japanese financial practices.

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Ming, Lau Chung. "Female Managers in Japan: How to Set the Goal of Increasing Women in Leadership Roles." Business and Management Studies 5, no. 2 (May 20, 2019): 85. http://dx.doi.org/10.11114/bms.v5i2.4279.

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How to increase the number of female manager is still one of the contemporary issues in Japan. In comparison with other developed countries, Japan is far below others in terms of the level of employing women as management staffs. This paper was undertaken to shed light on the factors hindering the promotion of female manager in Japan workforce. It was also intended to discover more relevant improvement area that Japan government can consider to put more efforts in order to enhance the Japanese women for working as senior positions. The perspective of employee and employer are adopted for discussing and illustrating important insights which are considered able to explain the current phenomenon in Japan. On the other hand, a question from the survey of human resources management in Japanese companies in China (JCCs) which was conducted previously is used to further test if the factors of industry, location, company size, and years of business have any influence on the degree of employing women in management position of Japanese companies in China. According to the result by analyzing 180 valid response, 113 from Mainland China and 67 from Hong Kong, companies in servicing industries are likely to have higher percentage of female manager than those in manufacturing industries. A positive association existed between the industrial factor and percentage of female managers in JCCs.

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Nakagawa, Yukiko, and G. M. Schreiber. "Women As Drivers Of Japanese Firms Success: The Effect Of Women Managers And Gender Diversity On Firm Performance." Journal of Diversity Management (JDM) 9, no. 1 (May 29, 2014): 19–40. http://dx.doi.org/10.19030/jdm.v9i1.8620.

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While various theoretical arguments have been constructed that imply that a firm would see improved financial performance by increasing the proportion of women managers, previous studies on the issue, in Japan and elsewhere, have shown mixed results. Using data from Toyo Keizai and Nikkei NEEDS on 745 Japanese-listed companies, the authors investigate the impact of womens managerial participation and, more generally, overall workplace and managerial gender diversity on corporate performance. They find a robust significant positive relationship between firm performance and both female manager ratio and gender diversity, after controlling for industry, firm size, capital structure, corporate governance, and compensation policy. This relationship also exhibits substantial nonlinearity, with the benefit decreasing as the proportion of women managers or managerial gender diversity increases.

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Jia, Fu, Ruihong Gao, Richard Lamming, and Richard Wilding. "Adaptation of supply management towards a hybrid culture: the case of a Japanese automaker." Supply Chain Management: An International Journal 21, no. 1 (January 11, 2016): 45–62. http://dx.doi.org/10.1108/scm-01-2015-0009.

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Purpose – This paper aims to identify problems caused by cultural differences between Japan and China that face supply chain managers by applying Japanese-style supply management practices within supply networks in China and present solutions to this problem. Design/methodology/approach – A single, longitudinal case study conducting two waves of data collection (i.e. interviews and observation) plus the collection of much archival data was performed. It goes beyond the dyad by examining supply management of a Japanese company’s supply chain up to three tiers in China. Findings – The four supply cultural differences between Japan and China, which caused the cultural clashes between JVCo and some of its suppliers were revealed and a model of adaptation of Japanese supply management to the Chinese business system was developed. Adaptation involves creating new supply management practices out of selective adaptation, innovation and change of existing Japanese and Chinese supply management practices rooted in different Japanese, Chinese and Western cultures. A list of organisational factors affecting the adaptation has also been provided. Research limitations/implications – Due to the adoption of a single case study method, caution should be given to generalising the findings to all Japanese firms. Practical implications – The Japanese, Chinese and Western managers were provided with insights on how to mitigate the problems caused by cultural differences within supply relationships in China and some innovative ideas on how managers from all three cultures could blend the elements of the three cultures to form a hybrid culture and reduce cultural clashes. Originality/value – This is one of the few attempts to study the transfer of Japanese supply management practice to China. Organizational theory (i.e. transfer of organizational practice and hybridization) is applied and provides a robust framework to explain the supply management practice. This study also answers the call for a global supplier relationship management paradigm.

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Nariyah, Nariyah, and Shomedran Shomedran. "Efforts to Improve Japanese Language Skills of Prospective Workers at Mirai Jaya Indralaya Job Training Institute." SPEKTRUM: Jurnal Pendidikan Luar Sekolah (PLS) 10, no. 3 (August 31, 2022): 473. http://dx.doi.org/10.24036/spektrumpls.v10i3.115104.

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ABSTRACTThis study aims to determine the efforts to improve the Japanese language skills of prospective workers at LPK Mirai Jaya Indralaya, with a qualitative descriptive type of research. Data was collected using interview, observation and documentation methods with research subjects LPK Mirai Jaya managers, instructors, learning residents and alumni of LPK Mirai Jaya. The results obtained in this study are: 1) Internal efforts made by LPK Mirai Jaya in improving the Japanese language skills of prospective workers are going well. These efforts include education and training, as well as a learning community ability test which is carried out in accordance with the provisions of the Japan Foundation. 2) External efforts made by students at LPK Mirai Jaya to support the efforts made by LPK Mirai Jaya managers, namely the competence of learning citizens, active learning of citizens, and Japanese language skills. Keywords: Effort, Japanese language, skill

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Kaimasu, Masatoshi. "Japanese managers' perspectives on project risks in the energy industry." Middle East J. of Management 8, no. 2/3 (2021): 219. http://dx.doi.org/10.1504/mejm.2021.113999.

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Kaimasu, Masatoshi. "Japanese managers' perspectives on project risks in the energy industry." Middle East J. of Management 8, no. 2/3 (2021): 219. http://dx.doi.org/10.1504/mejm.2021.10036653.

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Hiroshi, Ishida, Kumazawa Makoto, Andrew Gordon, and Mikiso Hane. "Portraits of the Japanese Workplace: Labor Movements, Workers, and Managers." Journal of Japanese Studies 25, no. 1 (1999): 242. http://dx.doi.org/10.2307/133384.

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BASADUR, Min, Mitsuru WAKABAYASHI, and Jiro TAKAI. "Receptivity of Japanese managers to creative problem solving experiential training." Japanese Journal of Administrative Science 4, no. 2 (1989): 75–82. http://dx.doi.org/10.5651/jaas.4.75.

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Kinzley, W. Dean, Kumazawa Makoto, Andrew Gordon, and Mikiso Hane. "Portraits of the Japanese Workplace: Labor Movements, Workers, and Managers." Labour / Le Travail 42 (1998): 309. http://dx.doi.org/10.2307/25148921.

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FUJIGAKI, Yuko, Takashi ASAKURA, and Takashi HARATANI. "Work Stress and Depressive Symptoms among Japanese Information Systems Managers." INDUSTRIAL HEALTH 32, no. 4 (1994): 231–38. http://dx.doi.org/10.2486/indhealth.32.231.

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Ang, James S., and Richard L. Constand. "Compensation and performance: the case of Japanese managers and directors." Journal of Multinational Financial Management 7, no. 4 (December 1997): 275–304. http://dx.doi.org/10.1016/s1042-444x(97)00022-4.

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Crump, Larry. "Japanese Managers – Western Workers: Cross‐cultural Training and Development Issues." Journal of Management Development 8, no. 4 (April 1989): 48–55. http://dx.doi.org/10.1108/eum0000000001356.

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