The recognised success of the post-war Japanese economy has rested on the qualities of its manufacturing industries. This book explores the origins, rationale, and consequences of this transformation. Using theoretical insights and detailed evidence, it reviews the rise of the Japanese economy and the nature, causes, and changing objectives of vertical and horizontal integration; ownership, control, financing and bank-industry relations; and the major operational functions of production, human resources, distribution and marketing.

A key element in the development and competitiveness of businesses rest on the management and enhancement of 'human resource'. Although it is a subject very much in vogue, the organisation of human resources is too rarely grounded in the relevant historical and comparative contexts which shape their practice. Furthermore, there is a need to counter the over-simplistic 'one best way' views and management exhortation so common to this topic, and historical comparisons offer insight into the nature, scale and long-term impact of trends, whilst uncovering the complex interaction of differing circumstance and 'optimum practice'.This important new two volume set presents key reading in paternalism and industrial welfare; employee relations and the professionalisation of management; Taylorism and flexibility: technological change and the division of labour; industrial training and skills; and labour and politics are covered in a theoretically informed and critical fashion.

In "Clublife," Rob takes readers on a harrowing tour of the seedy, dangerous, and often deranged world of New York's hottest nightclubs. In the tradition of "Kitchen Confidential" and "The Tender Bar," "Clublife" is a remarkable memoir of the nightclub business and how drugs, alcohol, troublemakers, and violence conspire against the men clubs enlist to keep it all under control. Brutally honest and filled with incredible tales only a true insider could tell, "Clublife" gives readers an all-access pass into the seamy subculture of New York nightclub security.

The rise of the Japanese multinational company (JMNC) marked, from the 1980s onwards, an historic change in the structure and in the dynamics of the international economy. For the first time, businesses from a non-Western nation established a competitive global presence, and they did so by bringing their advanced products and management systems to the developed economies of Europe and North America. In the last 30 years, our interpretations of JMNCs have undergone a series of revisions. Korean firms followed JMNCs in the 1990s and the Chinese likewise in the 2000s. A seeming decline in JMNC competitiveness and developments in the structure of the international economy challenged a business model of parental company direction, control and capabilities. Both trends asked questions about how Japanese subsidiaries should operate in global production chains increasingly reliant on contracting out and off-shoring, and how JMNCs might engage more in strategic cooperation and empower subsidiary decision-making. The contributors to this volume consider a wide range of relevant issues: they demonstrate the long-term evolution of JMNCs; they compare the experience of JMNCs with firms from the other two major Asia Pacific economies, Korea and China; they evaluate the applicability of established foreign direct investment (FDI) theory to MNCs from Japan and the Asia Pacific; and they reflect on the internal organization of JMNCs at the global, national and subnational level. This book was originally published as a special issue of Asia Pacific Business Review.

The rise of the Japanese multinational company (JMNC) marked, from the 1980s onwards, an historic change in the structure and in the dynamics of the international economy. For the first time, businesses from a non-Western nation established a competitive global presence, and they did so by bringing their advanced products and management systems to the developed economies of Europe and North America. In the last 30 years, our interpretations of JMNCs have undergone a series of revisions. Korean firms followed JMNCs in the 1990s and the Chinese likewise in the 2000s. A seeming decline in JMNC competitiveness and developments in the structure of the international economy challenged a business model of parental company direction, control and capabilities. Both trends asked questions about how Japanese subsidiaries should operate in global production chains increasingly reliant on contracting out and off-shoring, and how JMNCs might engage more in strategic cooperation and empower subsidiary decision-making. The contributors to this volume consider a wide range of relevant issues: they demonstrate the long-term evolution of JMNCs; they compare the experience of JMNCs with firms from the other two major Asia Pacific economies, Korea and China; they evaluate the applicability of established foreign direct investment (FDI) theory to MNCs from Japan and the Asia Pacific; and they reflect on the internal organization of JMNCs at the global, national and subnational level. This book was originally published as a special issue of Asia Pacific Business Review.

Since the bursting of Japan's bubble economy, from 1990 onwards, its multinational companies (MNCs) have faced new competitive challenges, and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. Historically, Japanese MNCs learnt from foreign companies, frequently through strategic alliances. After the post-war 'economic miracle', Japanese manufacturers in particular converted themselves into MNCs, transferred their home-grown capabilities to overseas subsidiaries, and made an impact on the world economy. But the period after 1990 marked declining Japanese competitiveness, and asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization, and capabilities. It has been argued that the established management practices of Japanese MNCs inhibited adaptation to recent demands of global competition. This volume presents new case evidence on how Japanese MNCs have responded to the new challenges of the global market place, and it provides examples of how they have transformed strategies and competitive capabilities. This book was originally published as a special issue of Asia Pacific Business Review.

Hong Kong has achieved remarkable rates of growth and improvements in living standards. The interpretation of this at the level of politics, culture, human capital and business organization is less obvious. For all Hong Kong's performance, vulnerabilities remained and fresh ones have come to light. As the contributors to this volume make clear, Hong Kong faces a new, or renewed, set of challenges linked to the up-grading of human resources, shifts in industrial structure, and emerging market demands. The contributors examine and analyze aspects of business and management in Hong Kong including: systemic "adaptability" and entrepreneurship; education and training; cross-cultural variations in the generation and meanings of organizational commitment; and contrasting international human resource management practices and ways of managing people in the retail sector.

The recognised success of the post-war Japanese economy has rested on the qualities of its manufacturing industries. This book explores the origins, rationale, and consequences of this transformation. Using theoretical insights and detailed evidence, it reviews the rise of the Japanese economy and the nature, causes, and changing objectives of vertical and horizontal integration; ownership, control, financing and bank-industry relations; and the major operational functions of production, human resources, distribution and marketing.

This book explores the role of national governments during the process of industrialisation in East Asia and examines the relationship between the State and business, clearing up many Western misconceptions. The similarities and differences which exist between nations in this region and the influence of Japan as a role model are also investigated. Government-industry linkages and an overview of economic rationale also studied in this volume are following the establishment of market orientated economies in many Far Eastern countries. This book brings new insight into the business-politics relationship which gives the reader a complete understanding of the East Asian economic 'miracle'.

This book explores the role of national governments during the process of industrialisation in East Asia and examines the relationship between the State and business, clearing up many Western misconceptions. The similarities and differences which exist between nations in this region and the influence of Japan as a role model are also investigated. Government-industry linkages and an overview of economic rationale also studied in this volume are following the establishment of market orientated economies in many Far Eastern countries. This book brings new insight into the business-politics relationship which gives the reader a complete understanding of the East Asian economic 'miracle'.

Discusses the causes of economic achievement in the leading East Asian countries in relation to the Porter thesis which links economic success with the capabilities of indigenous industrial clusters. Contributors review Porter's evidence on Japan and South Korea, extending the debate to Singapore, H

Since the bursting of Japan's bubble economy, from 1990 onwards, its multinational companies (MNCs) have faced new competitive challenges, and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. Historically, Japanese MNCs learnt from foreign companies, frequently through strategic alliances. After the post-war 'economic miracle', Japanese manufacturers in particular converted themselves into MNCs, transferred their home-grown capabilities to overseas subsidiaries, and made an impact on the world economy. But the period after 1990 marked declining Japanese competitiveness, and asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization, and capabilities. It has been argued that the established management practices of Japanese MNCs inhibited adaptation to recent demands of global competition. This volume presents new case evidence on how Japanese MNCs have responded to the new challenges of the global market place, and it provides examples of how they have transformed strategies and competitive capabilities. This book was originally published as a special issue of Asia Pacific Business Review.

English versions of Sophocles' three great tragedies based on the myth of Oedipus, translated for a modern audience by two gifted poets. Index.

"The Soul of Sponsorship" explores the relationship of Bill Wilson, cofounder of Alcoholics Anonymous, and his spiritual adviser and friend, Father Ed Dowling. Many might consider that such a remarkable individual as Bill Wilson, who was the primary author of AA literature, would be able to deal with many of life's problems on his own. Reading "The Soul of Sponsorship" will illuminate and answer the question of how Father Ed, an Irish Catholic Jesuit priest who was not an alcoholic, was able to be of such great help to Bill Wilson.

Part of AA's Twelfth Step reminds us "to carry this message to alcoholics," and "The Soul of Sponsorship" illustrates how sober alcoholics still need the principles of the Twelve Steps brought to them by friends, sponsors, and spiritual advisers. Some of the problems faced by Bill Wilson were: depression in recovery dependency issues whether or not to experiment with LSD the place of money and power in AA knowing God's plan and will learning from mistakes

Father Ed taught Bill the importance of "discernment." In Father Ed's Jesuit tradition, discernment was a gift, passed down to him from St. Ignatius, the founder of the Jesuits, who described his own struggle with discernment in "Spiritual Exercises of St. Ignatius." The Twelve Steps of AA and the Spiritual Exercises of St. Ignatius presuppose that there is a caring God whose will can be known. The act of tuning in to God's action at one's center is discernment. The big question is, how do you know your Higher Power is speaking and revealing Himself through your feelings and desires?

What Bill learned from Father Ed can be found in books and articles he wrote for AA. For the good of AA and himself, Bill learned to listen to his desires, be aware of his inner dynamics, and tune into the action of God within. Doing this meant learning to recognize and identify his personal movements--those inner promptings and attractions often called emotions or affections--which are part of ordinary human experiences. The person who helped Bill grow in discernment was Father Ed, the Jesuit priest with a cane who limped into the New York AA clubhouse one sleet-filled November night in 1940.

The two "fellow travelers," Father Ed Dowling and Bill Wilson, gave each other perhaps the greatest gift friends can give: calling on each to know who he is--before God.

This is the first full account of how an influential form of commercial organization - the multinational enterprise - drove globalization and contributed to the making of the modern world. Robert Fitzgerald explores the major role of multinational enterprises in the events of world history, from the nineteenth century to the present, revealing how the growth of businesses that operated across borders contributed to an unprecedented worldwide transformation and deepening interdependence between countries. He demonstrates how international businesses shaped the economic development and competitiveness of nations, their politics and sovereignty, and the balance of power in international relations. The Rise of the Global Company uses the lessons of history to question prominent contemporary interpretations of multinationals and their consequences, and offers a truly wide-ranging survey of multinational enterprise, spanning two hundred years and five continents.

During the 1976 Fall Meeting of the American Physiological Society Dr. Lahiri and I learned that no plans were being formu lated for holding a symposium on Respiratory Control during the 1977 International Congress. Not to hold such a symposium, we felt, would be the loss of a unique opportunity for us "regula tionists" to exchange ideas viva voce with our international colleagues. It would also break a tradition most recently enjoyed at Srinagar, India in 1974 and at Warsaw, Poland in 1971. After a time-consuming false start we had the good fortune to get advice from Dr. Pierre Dejours to make our plans known to Dr. Henry Gautier. This we did. There resulted an excellent three days of discussion and hospitality at the Faculte de Medecine Saint-Antoine in Paris immediately preceding the International Congress. The aim of the co-chairmen was to gather an international mixture of both the younger and more senior experts to discuss, argue, and maybe even agree on a point or two arising from their current investigations. We wanted to feature, however, recent research trying to determine the influence of sleep and anesthesia on the regulation of respiration. That the sessions were lively and presumably profitable was never more in evidence than when on the second day at 6:15 p.m. after fully nine hours of discussion, argumentation, and some agreement I counted 78 participants still participating."

Debates about the consequences for work practices posed by the rapidly growing transnationalisation of business have become increasingly central to management studies, sociology, political science, geography and other disciplines. Remaking Management brings together a range of international contributors from different sub-disciplines in management to examine current theories of change or continuity of work practices in the context of fashionable claims about unstoppable globalisation or unmoveable national business systems. It provides theoretical and empirical challenges to both of these explanations. Rejecting an overemphasis on inevitable convergence or enduring divergence, the book reveals a mix of international, national and organisational-level influences on workplace practice. This is a rich and wide-ranging resource for graduate students and academics concerned with how organisations are responding to an increasingly complex commercial environment.

Rowntree and the Marketing Revolution, 1862-1969 is a major study in the history of marketing in economic development, in addition to being a history of a well-known international company. Marketing history remains a neglected field of study, yet Rowntree's commercial success has been the direct result of applied marketing methods and major advances in product development, branding and advertising. It is surprising that marketing and mass consumption has been so neglected; yet Rowntree was a marketing pioneer. The company had in addition a prominent role in questioning managerial organization, business culture, industrial relations, restrictive practices, and multinational business. This book offers a comprehensive account of a company and its industry, but pursues themes and seeks to answer areas of debate, illuminating the ways in which marketing contributed to the growth of an enterprise.

This is the first full account of how an influential form of commercial organization - the multinational enterprise - drove globalization and contributed to the making of the modern world. Robert Fitzgerald explores the major role of multinational enterprises in the events of world history, from the nineteenth century to the present, revealing how the growth of businesses that operated across borders contributed to an unprecedented worldwide transformation and deepening interdependence between countries. He demonstrates how international businesses shaped the economic development and competitiveness of nations, their politics and sovereignty, and the balance of power in international relations. The Rise of the Global Company uses the lessons of history to question prominent contemporary interpretations of multinationals and their consequences, and offers a truly wide-ranging survey of multinational enterprise, spanning two hundred years and five continents.

Debates about the consequences for work practices posed by the rapidly growing transnationalisation of business have become increasingly central to management studies, sociology, political science, geography and other disciplines. Remaking Management brings together a range of international contributors from different sub-disciplines in management to examine current theories of change or continuity of work practices in the context of fashionable claims about unstoppable globalisation or unmoveable national business systems. It provides theoretical and empirical challenges to both of these explanations. Rejecting an overemphasis on inevitable convergence or enduring divergence, the book reveals a mix of international, national and organisational-level influences on workplace practice. This is a rich and wide-ranging resource for graduate students and academics concerned with how organisations are responding to an increasingly complex commercial environment.

Rowntree and the Marketing Revolution, 1862-1969 is a major study in the history of marketing in economic development, in addition to being a history of a well-known international company. Marketing history remains a neglected field of study, yet Rowntree's commercial success has been the direct result of applied marketing methods and major advances in product development, branding and advertising. It is surprising that marketing and mass consumption has been so neglected; yet Rowntree was a marketing pioneer. The company had in addition a prominent role in questioning managerial organization, business culture, industrial relations, restrictive practices, and multinational business. This book offers a comprehensive account of a company and its industry, but pursues themes and seeks to answer areas of debate, illuminating the ways in which marketing contributed to the growth of an enterprise.

'Fitzgerald has solved virtually every problem that has plagued translators of Homer.' Atlantic Monthly The Iliad is the story of a few days' fighting in the tenth year of the legendary war between the Greeks and the Trojans, which broke out when Paris, son of King Priam of Troy, abducted the fabulously beautiful Helen, wife of King Menelaus of Sparta. After a quarrel between the Greek commander, Agamemnon, and the greatest of the Greek warriors, Achilles, the gods become more closely involved in the action. Their intervention leads to the tragic death of Hector, the Trojan leader, and to the final defeat of the Trojans. But the Iliad is much more than a series of battle scenes. It is a work of extraordinary pathos and profundity that concerns itself with issues as fundamental as the meaning of life and death. Even the heroic ethic itself - with its emphasis on pride, honour, prowess in battle, and submission to the inexorable will of the gods - is not left unquestioned. ABOUT THE SERIES: For over 100 years Oxford World's Classics has made available the widest range of literature from around the globe. Each affordable volume reflects Oxford's commitment to scholarship, providing the most accurate text plus a wealth of other valuable features, including expert introductions by leading authorities, helpful notes to clarify the text, up-to-date bibliographies for further study, and much more.

Virgil's great epic transforms the Homeric tradition into a triumphal statement of the Roman civilizing mission. Translated by Robert Fitzgerald.