The Japanese model in retrospective : industrial strategies, corporate Japan and the 'hollowing out' of Japanese industry

This article provides a retrospective look at the Japanese model of industrial development. This model combined an institutional approach to production based around the Japanese Firm (Aoki's, J-mode) and strategic state intervention in industry by the Japanese Ministry of International Trade and Industry (MITI). For a long period, the alignment of state and corporate interests appeared to match the wider public interest as the Japanese economy prospered. However, since the early 1990s, the global ambitions of the corporate sector have contributed to a significant 'hollowing out' of Japan's industrial base. As the world today looks for a new direction in economic management, we suggest the Japanese model provides policy-makers with a salutary lesson in tying the wider public interest with those of the corporate sector

Change and continuity in Japanese compensation practices: the case of occupational pensions since the early 2000s

This article analyses changes in the provision of Japanese occupational pensions since the early 2000s. It shows how Japanese companies have followed strategies of cost and risk reduction by creating multi-layered benefit systems that offer a combination of defined benefit (DB) and defined contribution (DC) plans whose benefits are becoming increasingly performance-oriented. Analysing the reasons behind the resilience of DB schemes in Japan, the article concludes that enterprise union behaviour has had less influence than regulatory issues and continued corporate commitment to long-standing employment practices for regular workers. These findings highlight the embeddedness of Japanese employment practices in their institutional context

Managerial Careers and Management Development: A Comparative Analysis of Britain and Japan

Two topics that have become near obsessions in the personnel field are management development and the ‘Japanese model’. Current debates on the former have been reviewed elsewhere, while there are numerous surveys of the latter. Some studies have also set the Japanese system of training and development alongside that of Britain and other countries. What has been lacking is a directly comparative study looking at the experience of managers in the two countries. Such a study needs to address two of the key limitations in the extant literature. First, there has been a failure to take account of context: innovations in management development have been described with little consideration of how far their operation depends on the context of the organisation in which they are introduced. Second, there is evidently great variation between organisations, but the pattern of this variation, still less the reasons for it, has been largely neglected

Sociologists and "the Japanese model": a passing enthusiasm?

This article critiques the construction of `the Japanese model' of employment relations by sociologists in English language sociological research monographs, organization textbooks and introductory general textbooks. It demonstrates how marked differences emerged across the different genres and relates them to the different purposes of researchers and textbook writers.The article examines three particular puzzles. First, why did general textbooks adopt `the Japanese model' in the 1990s when media commentaries were announcing the demise of the Japanese model in Japan? Second, why did the 1990s textbooks use 1980s organization textbooks rather than research monographs for their sources? Third, why are general textbooks ready to distance themselves from the model in 2006 when researchers confirm continuing vitality in the Japanese model in large Japanese companies? Answering these questions reveals how sociological knowledge of Japanese employment has been generated, disseminated and used in research, teaching and policy debates

Men under pressure: representations of the `salaryman' and his organization in Japanese manga

In this article we analyse representations of the Japanese salaryman and Japanese organization in Japanese manga, or graphic novels, during the turbulent decades from the mid-1980s to the present day. We argue that manga presents salarymen protagonists in a sympathetic yet not uncritical light, and that it displays support for and criticism of both the Japanese and American organizational models. We describe how these manga offer important critical challenges from the world of popular culture to the direction of change in Japanese business organizations since the 1980s. In addition, we suggest that the manga may also provide salarymen with opportunities for critically re-evaluating their own working situations and for developing methods for surviving and thriving under the pressures of working within contemporary Japanese business organizations