The new community firm : employment, governance and management reform in Japan
著者
書誌事項
The new community firm : employment, governance and management reform in Japan
Cambridge University Press, 2005
- : hardback
大学図書館所蔵 全51件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. 259-273) and index
内容説明・目次
内容説明
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.
目次
- Part I. The End of the Community Firm?: 1. Company as community
- 2. The classic model: benchmark for change
- 3. Change and continuity
- 4. Company professionals and creative work
- 5. Corporate governance and managers' ideologies
- 6. Consolidated management and quasi internal labour markets
- 7. Summing up
- Part II. Hitachi: 'Here, the Future': 8. Hitachi: a dancing giant
- 9. A victim of its own success?
- 10. Organization reform
- 11. Recasting the employment relationship
- 12. The impact on industrial relations
- 13. Evaluation
- Part III. The Reformed Model: 14. New model in the making?
- Appendix
- References.
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