This book (hardcover) is part of the TREDITION CLASSICS. It contains classical literature works from over two thousand years. Most of these titles have been out of print and off the bookstore shelves for decades. The book series is intended to preserve the cultural legacy and to promote the timeless works of classical literature. Readers of a TREDITION CLASSICS book support the mission to save many of the amazing works of world literature from oblivion. With this series, tredition intends to make thousands of international literature classics available in printed format again - worldwide.

"Like earl grey rivers floating alongside July we paint our fingerprints in the sand of time. Hoping to be more than a memory. But an expression which last beyond the gaps of reality." ~ Mello Sakia

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.

Anger be now your song, immortal one,
Akhilleus' anger, doomed and ruinous,
that caused the Akhaians loss on bitter loss
and crowded brave souls into the undergloom,
leaving so many dead men-carrion
for dogs and birds; and the will of Zeus was done.
-Lines 1-6
Since it was first published more than twenty-five years ago, Robert Fitzgerald's prizewinning translation of Homer's battle epic has become a classic in its own right: a standard against which all other versions of "The Iliad" are compared. Fitzgerald's work is accessible, ironic, faithful, written in a swift vernacular blank verse that "makes Homer live as never before" ("Library Journal").
This edition includes a new foreword by Andrew Ford.

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

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.

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 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.

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.

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.

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.

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.

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.