Globally, private universities enrol one in three of all higher
education students. In Japan, which has the second largest higher
education system in the world in terms of overall expenditure,
almost 80% of all university students attend private institutions.
According to some estimates up to 40% of these institutions are
family businesses in the sense that members of a single family have
substantive ownership or control over their operation. This updated
edition of Family-Run Universities in Japan offers a detailed
historical, sociological, and ethnographic analysis of this
important, but largely under-studied, category of private
universities as family business. It examines how such universities
in Japan have negotiated a period of major demographic decline
since the 1990s: their experiments in restructuring and reform, the
diverse experiences of those who worked and studied within them
and, above all, their unexpected resilience. It argues that this
resilience derives from a number of 'inbuilt' strengths of family
business which are often overlooked in conventional descriptions of
higher education systems and in predictions regarding the capacity
of universities to cope with dramatic changes in their operating
environment. This book offers a new perspective on recent changes
in the Japanese higher education sector and contributes to an
emerging literature on private higher education and family business
across the world.
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