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2 results

  • Chapter 4 - Japanese Economy

  • Yohtaro Takano, University of Tokyo
  • Book:
    Cultural Stereotype and Its Hazards
    Published online:
    21 November 2024
    Print publication:
    28 November 2024, pp 106-134

  • Summary

    “Japanese collectivism” was criticized most fiercely in the field of economy during the U.S.-Japan trade friction. The Japanese economy was alleged to be collectivistic at three levels: At the company level, Japanese workers were alleged to be loyal to their companies and thus willing to work unusally long and hard. At the company group level, Japanese complanies were alleged to form a closed group (called keiretsu) that worked as a barrier against foreign competitors. At the country level, all Japanese companies were alleged to act like a single company (“Japan Inc.”) under the direction of the Japanese government. However, economic statistics and empirical studies disclosed that all these alleged properties of Japanese economy were unreal. For example, surveys almost unanimously revealed that American workers were more loyal to their companies than Japanese workers. Although Japan was allged to protect its domestic market against American products by means of non-tariff barriers, each Japanese paid as much for American products as each American paid for Japanese products. The disputed trade imbalance was actually created by the difference in population between these two nations.

People Centric Innovation Ecosystem

People Centric Innovation Ecosystem
  • Japanese Management and Practices
  • Yingying Zhang-Zhang, Takeo Kikkawa
  • Published online:
    16 June 2023
    Print publication:
    06 July 2023
  • How can knowledge management function well in a highly dynamic VUCA context? This Element focuses on the context of Japanese management and practices to present the concept of people-centric innovation ecosystem. An overview of Japanese management is provided, from publications in English to the insiders' view of Japanese scholars, combining these sources with interviews and dynamic groups with local managers and case studies to illustrate the state and evolution of Japanese management and practices. Highlighting the people-centricity in Japanese management, its networked innovative capability sustains enterprise development in a highly dynamic VUCA context. The interconnectedness and mutual influence of Japanese and Western management have the potential to generate more general management advancements. This Element aims to contribute to the debate on generalization and contextualization, culture and metaculture, and the coexistence of convergence and divergence. Japanese womenomics and its implications for Asian emerging economic powers are also discussed.