Conflict and Change: Foreign Ownership and the Japanese Firm
Cambridge University Press
Edition: Illustrated, 10/29/2009
EAN 9780521878708, ISBN10: 0521878705
Hardcover, 292 pages, 22.9 x 15.2 x 2.1 cm
Language: English
What happens to the traditional work practices of Japanese firms when they are taken over by European and American firms? How do the employees react? What lessons can be learned from examples of successful and unsuccessful acquisitions? Formerly, such questions would never have been asked, simply because the incidence of take-overs of Japanese firms by foreign companies was virtually non-existent. However, in past years, a number of major Japanese companies have come under the control of foreign firms. Conflict and Change focuses on five Japanese companies acquired by foreign firms (including Nissan, Chugai Pharmaceutical and Shinsei Bank) to show how take-overs by foreign companies have changed HR and organisational practices traditionally associated with Japanese firms. This provides invaluable information for researchers and managers about the choices and challenges associated with cross-border acquisitions of firms that are embedded in 'institutionally distant' frameworks.
List of figures
List of tables
Introduction
1. Japanese institutions
are they different?
2. The study
overview and methodology
3. Entering the firm
recruitment and training
4. Lifetime employment and career patterns
5. Reward systems
6. Female employees
7. Organisation and decision-making process
8. Discussion and conclusion
Index.
'This is a truly fascinating and thoroughly readable analysis of the challenges that beset modern Japanese corporations as they try to adapt to a globalisation ... In short, this book is truly a fascinating read, not just for any business manager or academic with an interest in Japan - but for anyone wanting to understand the practical challenges and opportunities created by globalisation. It should be of interest to a wide business audience, as a readable analysis of how modern Japanese companies 'really' work.' Gillian Tett, The Financial Times