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Ronald Dore's enquiring mind, rigorous reasoning and comparative
methodology have greatly enhanced our understanding of Japan. His
insights from Japan have been deployed to generate fresh
perspectives on Britain and other industrialized and developing
countries. This careful selection of writings reflects his
underlying concern with what light the study of Japan sheds on
theoretical generalizations about how societies evolve and how
economies work. Social Evolution, Economic Development and Culture
brings together Ronald Dore's key writings for the first time,
making his work accessible across a wide range of social science
disciplines. It produces a distinctive perspective with four
interlinking themes - technology-driven social evolution, late
development, culture and polemics. These are highly topical in the
current context of rapid technological innovation and
socio-economic change, globalization and accompanying policy
choices. The book provides a rich empirical and conceptual source
for those interested in technology, socio-economic evolution and
culture, and the ways in which they interact. Researchers, teachers
and students in the fields of evolutionary economics, economic
development, comparative education, institutional economics,
political economy and economic and classical sociology (as well as
Japanese studies) will find this volume invaluable reading.
Ronald Dore's enquiring mind, rigorous reasoning and comparative
methodology have greatly enhanced our understanding of Japan. His
insights from Japan have been deployed to generate fresh
perspectives on Britain and other industrialized and developing
countries. This careful selection of writings reflects his
underlying concern with what light the study of Japan sheds on
theoretical generalizations about how societies evolve and how
economies work. Social Evolution, Economic Development and Culture
brings together Ronald Dore's key writings for the first time,
making his work accessible across a wide range of social science
disciplines. It produces a distinctive perspective with four
interlinking themes - technology-driven social evolution, late
development, culture and polemics. These are highly topical in the
current context of rapid technological innovation and
socio-economic change, globalization and accompanying policy
choices. The book provides a rich empirical and conceptual source
for those interested in technology, socio-economic evolution and
culture, and the ways in which they interact. Researchers, teachers
and students in the fields of evolutionary economics, economic
development, comparative education, institutional economics,
political economy and economic and classical sociology (as well as
Japanese studies) will find this volume invaluable reading.
After sweeping all before it in the 1980s, 'Japanese management'
ran into trouble in the 1990s, especially in the high-tech
industries, prompting many to declare it had outlived its
usefulness. From the late 1990s leading companies embarked on
wide-ranging reforms designed to restore their entrepreneurial
vigour. For some, this spelled the end of Japanese management; for
others, little had changed. From the perspective of the community
firm, Inagami and Whittaker examine changes to employment
practices, corporate governance and management priorities, in this
2005 book, drawing on a rich combination of survey data and an
in-depth study of Hitachi, Japan's leading general electric company
and enterprise group. They find change and continuity, the
emergence of a 'reformed model', but not the demise of the
community firm. The model addresses both economic vitality and
social fairness, within limits. This book offers unique insights
into changes in Japanese management, corporations and society.
Japanese corporate governance and managerial practice is at a
critical juncture. At the start of the decade pressures mounted for
Japan to move to a shareholder-value driven, "Anglo-American"
system of corporate governance. Subsequent changes, however, may be
seen as an adjustment and renewal of the post-war model of the
Japanese firm. In adapting to global corporate governance
standards, Japanese managers have also been reshaping them
according to their own agenda of reform and restructuring of
decision-making processes.
The board's role is seen in terms of strategic planning rather than
monitoring, and external directors are viewed as advisers, not as
representatives of the shareholders. Managers have adopted a
variety of defences against hostile takeovers, including poison
pills in some cases. Although shareholder influence is more
extensive than it was, central aspects of the Japanese "community
firm" remain in place. The commitment to stable or "lifetime"
employment for a core of employees, although coming under severe
pressure, is still an important point of reference for Japanese
management.
Corporate Governance and Managerial Reform in Japan is based on
detailed and intensive field work in large Japanese companies and
interviews with investors, civil servants, and policy makers in the
period following the adoption of significant corporate law reforms
in the early 2000s up to the months just before the global
financial crisis of 2008. The Japanese experience suggests that
there are limits to the global convergence of company law systems,
and that the widespread association of Anglo-American practices
with the "modernization" of corporate governance has been
misplaced. This conclusion is unlikely to be altered--it may be
reinforced--by reactions to the financial crisis.
How did Japan fall from challenger to US hegemonic leadership in
the high tech industries in the 1980s, to stumbling giant by the
turn of the century? What is it doing about it? This book examines
the challenges faced by Japan's high tech companies through
successful emulation of some of their key practices by foreign
competitors and the emergence of new competitive models linked to
open innovation and modular production. High tech companies were
slow to respond, relying at first on formulae which had worked in
the past, but in a new environment, some of these traditional
strengths had now become sources of weakness. Stability and
success, moreover, had decreased their appetite for risk. Early in
the new century, however, there were signs of a more concerted
response, which opened up past practices to scrutiny, and
modification through selective learning and adaptation of the new
models. The 'MOT' (management of technology) movement provided a
vehicle for this change. It was linked, in turn, to efforts to
change the national innovation system, giving universities a more
central role, and encouraging spin-offs and startups. The book
features contributions from Japanese and Western scholars and
practitioners who have distinctive insights into the nature of
these challenges and responses, with substantial introductory and
concluding chapters. The result is a highly accessible account of
innovation, technology, and change management in the world's second
largest economy.
Are entrepreneurs essentially the same everywhere? Are the
processes of entrepreneurship similar? Or are they shaped by their
environments? If so, how?
We know a lot about national differences in management practices,
corporate governance, and even innovation systems, but we know
surprisingly little about national differences in entrepreneurship.
Comparative Entrepreneurship compares processes of entrepreneurship
in the UK and Japan, countries associated with liberal market
economies and coordinated market economies respectively.
Focusing on high tech manufacturing it identifies basic
similarities and key differences. Similarities are found in
approaches to opportunity and business creation, which are
strikingly different from recent policy emphases in the UK and
Japan, inspired by Silicon Valley (hence the entrepreneurs live in
Wthe shadow of Silicon Valley"). Differences--in the backgrounds of
entrepreneurs, founding teams, attitudes to growth and risk,
innovation, competitive advantages, HRM emphases, and inter-firm
collaborations--are summed up by the concepts of "project
entrepreneurship" and "lifework entrepreneurship." These are
closely related to the respective environments, especially the
nature of markets in both countries. They also embody different
time orientations, with implications for financing and governance.
This study brings insights from entrepreneurship to comparative
institutions and varieties of capitalism, and vice versa, and draws
on two surveys and 25 case interviews in both the UK and Japan. It
concludes with a discussion of dilemmas for entrepreneurship policy
in the UK, Japan, and other countries.
After sweeping all before it in the 1980s, 'Japanese management'
ran into trouble in the 1990s, especially in the high-tech
industries, prompting many to declare it had outlived its
usefulness. From the late 1990s leading companies embarked on
wide-ranging reforms designed to restore their entrepreneurial
vigour. For some, this spelled the end of Japanese management; for
others, little had changed. From the perspective of the community
firm, Inagami and Whittaker examine changes to employment
practices, corporate governance and management priorities, in this
2005 book, drawing on a rich combination of survey data and an
in-depth study of Hitachi, Japan's leading general electric company
and enterprise group. They find change and continuity, the
emergence of a 'reformed model', but not the demise of the
community firm. The model addresses both economic vitality and
social fairness, within limits. This book offers unique insights
into changes in Japanese management, corporations and society.
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