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Добірка наукової літератури з теми "Corporate culture Japan"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 12 лютого 2022

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Статті в журналах з теми "Corporate culture Japan"

1

Hammond, Theresa, and Alistair Preston. "Culture, gender and corporate control: Japan as “other”." Accounting, Organizations and Society 17, no. 8 (November 1992): 795–808. http://dx.doi.org/10.1016/0361-3682(92)90004-c.

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Aida, Shuhei, Mitsuhiko Hasegawa, and Taizo Ueda. "Technology and corporate culture of industrial robots in Japan." Journal of Robotic Systems 3, no. 1 (December 1986): 105–31. http://dx.doi.org/10.1002/rob.4620030108.

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3

Appleyard, Bryan. "Popular Culture and Public Affairs." Royal Institute of Philosophy Supplement 45 (March 2000): 97–104. http://dx.doi.org/10.1017/s1358246100003337.

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Recently I saw a corporate TV advertisement for the American television network ABC. It showed brief shots of people in other countries—France, Japan, Russia and so on. These people were doing all kinds of things, but they weren't watching television. Americans, the commentary told us, watch more TV than any of these people. Yet America is the richest, most innovative, most productive nation on the planet. ‘A coincidence’, concluded the wry, confident voice, ‘we don't think so’.

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4

Zainullin, S. B., and O. A. Zainullina. "Corporate culture as a driver of the corporate security of foreign military-industrial enterprises." National Interests: Priorities and Security 16, no. 12 (December 15, 2020): 2363–80. http://dx.doi.org/10.24891/ni.16.12.2363.

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Subject. The military-industrial complex is one of the core industries in any economy. It ensures both the economic and global security of the State. However, the economic security of MIC enterprises strongly depends on the State and other stakeholders. Objectives. We examine key factors of corporate culture in terms of theoretical and practical aspects. The article identifies the best implementation of corporate culture that has a positive effect on the corporate security in the MIC of the USA, the United Kingdom, the European Union, Japan ans China. Methods. The study employs dialectical met

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5

Saadah, Kholifatus. "The Impact of Samsung Scandal in South Korean Corporate Culture: Is Corporate Governance Necessary?" Jurnal Global & Strategis 11, no. 2 (January 12, 2018): 126. http://dx.doi.org/10.20473/jgs.11.2.2017.126-134.

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As one of the world’s poorest countries in the world 30 years ago, South Korea proved its remarkable economic development. Within three decades, South Korea’s economic development shot up and attracted international attention. The economic strength in South Korea is supported by several global corporations such as Samsung, LG, Hyundai and others. The corporations have South Korea’s “ala” power, chaebol. Chaebol itself is similar to keiretsu in Japan, which global corporations are run by families and are hereditary. As time goes by, South Korea with its corporate culture does provide many advan

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6

Kumar, Kamalesh, Giacomo Boesso, and Jun Yao. "Cultural values, institutional arrangements and stakeholder management culture." Review of International Business and Strategy 27, no. 4 (November 6, 2017): 450–65. http://dx.doi.org/10.1108/ribs-03-2017-0029.

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Purpose This study draws upon the cultural values model, institutional theory and comparative capitalism to investigate differences in organizations’ approach to stakeholder management across country boundaries. Design/methodology/approach The authors developed a multi-dimensional scale, following the stakeholder culture framework (Jones et al., 2007) to identify differences in the prevalent stakeholder cultures in the USA, Italy and Japan. Data were collected in form of a questionnaire from managers of 530 companies in the USA, Italy and Japan. Findings Results show that there are important d

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7

Antyakula, Nivedita, and D. V. R. Murthy. "Gender, Culture, and Corporate Communication: A Cross-Cultural Study of Japan and India." Journal of Global Communication 12, no. 2 (2019): 55. http://dx.doi.org/10.5958/0976-2442.2019.00011.9.

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Yoshida, Akiko, and Akiko Yoshida. "No chance for romance: Corporate culture, gendered work, and increased singlehood in Japan." Contemporary Japan 23, no. 2 (August 2011): 213–34. http://dx.doi.org/10.1515/cj.2011.011.

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9

Haron, Hasnah, Ishak Ismail, Sobei Oda, Azah Abdul Jalil, and Nurul Khair Ishak. "Ethics and Corporate Social Responsibility of Small and Medium Enterprises in Japan-Lessons Learnt." Advanced Science Letters 21, no. 4 (April 1, 2015): 947–52. http://dx.doi.org/10.1166/asl.2015.5947.

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Japan is a high income economy country and scored well in terms of CPI index. Since Malaysia’s intention is to move towards a high income economy there is much to learn from SMEs in Japan. A study was conducted on 17 SMEs in Japan and data collection includes survey and interviews. Amongst lessons learned are that SMEs in Japan place a great respect on seniority and they treat their business as one family. SMEs in Japan also place high importance on customer satisfaction, they do not believe in “quick wins” and will ensure that expansion of business is made progressively. They also view preser

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Kodama, Naomi, Beata S. Javorcik, and Yukiko Abe. "Transplanting corporate culture across international borders: Foreign direct investment and female employment in Japan." World Economy 41, no. 5 (January 19, 2018): 1148–65. http://dx.doi.org/10.1111/twec.12612.

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Дисертації з теми "Corporate culture Japan"

1

Nursey-Bray, Joanna. "Good wives and wise mothers : women and corporate culture in Japan /." Title page, contents and introduction only, 1992. http://web4.library.adelaide.edu.au/theses/09AR/09arn9742.pdf.

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MacNaughton, Andrew. "Company and personal character in the Eikaiwa industry an ethnography of a private language school in Japan /." Thesis, Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B39848966.

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3

Bungsche, Holger. "From freshman to middle management : issues of organizational behaviour in Japan /." München : Iudicium, 2004. http://www.gbv.de/dms/zbw/393023907.pdf.

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4

Yamamura, Koichi. "Public Relations in Japan: The Analysis of the Influence of Culture and Political Economy on Corporate Communication during Mergers and Acquisition Cases." Scholarly Repository, 2010. http://scholarlyrepository.miami.edu/oa_dissertations/459.

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This study seeks to understand the scope and types of public relations practices in Japan, how public relations practices of Japanese and foreign companies differ, how media respond differently to the public relations activities of Japanese and foreign companies, and how "foreignness" affects public relations activities of multinational enterprises in Japan. The sole academic journal in the field of public relations in Japan and the single commercially published public relations industry magazine were submitted to an empirical content analysis. Additionally, three cases of contest for corpor

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5

Sakurai, Yuka. "Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia." View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.

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Batyko, Richard J. "The Impact of Japanese Corporate and Country Culture on Crisis Communications: A Case Study Examining Tokyo Electric Power Company." Kent State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=kent1352852227.

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7

Иванова, Г. О., та G. O. Ivanova. "Влияние социокультурных факторов на ведение бизнеса в международных компаниях : магистерская диссертация". Master's thesis, б. и, 2020. http://hdl.handle.net/10995/86574.

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The relevance of the research is due to the increasing impact of socio-cultural factors on doing business in many international companies. The purpose of the research: to compare the cultural characteristics of Russia, Japan and Germany and determine their impact on doing business in international companies. The research object is the activity of international companies. The subject of the research is the socio-cultural factors that impact the conduct of business in international companies. Having identified economic factors using the method of Daniel Denison, we assess their impact on the eco

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8

Suzuki, Mariko. "An institutional interpretation of the major six business groups in Japan." 1996. http://catalog.hathitrust.org/api/volumes/oclc/38418779.html.

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"Crazy about the railroad: Japanese company workers who live for their hobbies." 2003. http://library.cuhk.edu.hk/record=b5891502.

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Cheung Yuk Man.<br>Thesis (M.Phil.)--Chinese University of Hong Kong, 2003.<br>Includes bibliographical references (leaves 124-137).<br>Abstracts in English and Chinese.<br>Abstract --- p.i<br>Acknowledgements --- p.iii<br>List of Figures and Note --- p.iv<br>Chapter Chapter 1 --- Introduction --- p.1<br>Overview<br>Literature Review<br>Methodology<br>Chapter Chapter 2 --- "Background study: Meanings of life, work, and railway hobby in Japan" --- p.25<br>Introduction<br>Meanings of life in Japan: Past and present<br>The possibility of finding an authentic ikigai: Hobby in Japan<br>General

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Kuo, Yu-Chuan, and 郭鈺涓. "The Relationship between the Management Philosophy of Peace Culture and Corporate International Competitiveness, And Discuss the Mediating Effect of Cross Cultural Management - the United States of America, the Netherlands,the United Kingdom, the Japan, MNE in Taiwan Intellectual Capital." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/47554902649640013204.

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博士<br>中國文化大學<br>國際企業管理學系<br>101<br>The main purpose of this study was to explore the relationship between the culture of peace business philosophy and corporate international competitiveness On the medi-ating effect of cross cultural management, and to compare the United States, the Neth-erlands, Britain, Japan MNE subsidiaries in Taiwan difference. In this study, a questionnaire survey to collect research data, issued a total of 500 questionnaires were recovered 294 valid questionnaires were valid response rate was 58.8%. The study found that as a business philosophy of the culture of peace i

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Книги з теми "Corporate culture Japan"

1

Hayashi, Shūji. Culture and management in Japan. Tokyo: University of Tokyo, 1991.

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2

McCabe, Bill. Doing business in Australia, Japan and the South Pacific. East Roseville, NSW: Simon & Schuster Australia, 1991.

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3

American enterprise in Japan. Albany, N.Y: State University of New York Press, 1991.

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4

Hayashi, Shūji. Culture and management in Japan. [Tokyo]: University of Tokyo Press, 1988.

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5

Kenna, Peggy. Business Japan: A practical guide to understanding Japanese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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6

Kenna, Peggy. Business Japan: A practical guide to understanding Japanese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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7

Kenna, Peggy. Business Japan: A practical guide to understanding Japanese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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8

Leppert, Paul A. Doing business with Japan. Fremont, Calif: Jain Pub., 2001.

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9

Katzenstein, Gary. Funny business: An outsider's year in Japan. New York: Prentice Hall Press, 1990.

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10

Katzenstein, Gary. Funny business: An outsider's year in Japan. London: Paladin, 1991.

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Частини книг з теми "Corporate culture Japan"

1

Manabe, Noriko. "Streaming Music in Japan: Corporate Cultures as Determinants of Listening Practice." In Networked Music Cultures, 67–76. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58290-4_5.

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2

Młodawska-Bronowska, Jolanta. "Corporate culture in Japan – a Western view." In New Opportunities for Polish-Japanese Cooperation: Diagnosis and Prospects. Wydawnictwo Uniwersytetu Łódzkiego, 2015. http://dx.doi.org/10.18778/7969-832-5.10.

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3

Gagné, Nana Okura. "The Business of Leisure, the Leisure of Business." In Reworking Japan, 93–122. Cornell University Press, 2021. http://dx.doi.org/10.7591/cornell/9781501753039.003.0004.

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This chapter explores the shifting yet resilient meanings and motivations of participating in corporate outings for workers in twenty-first-century Japan. It centers on hostess clubs that show how spaces continue to represent both the culture of care and business relationships in corporate Japan and the mediation of gender ideologies for workers facing the new pressures of neoliberalizing workplaces. It also draws on the participant observation of three hostess clubs in Ginza, such as the expensive Club Ai, the international club Class A, and the midrange Club Sumire. The chapter follows the narratives and experiences of salarymen and hostesses after work in the contexts of increasingly competitive economic conditions. It narrows spheres of corporate welfare and changing norms of gender and family in twenty-first-century Japan.

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4

Tan, Caroline S. L. "We Need to Look Cute! But Is It Really Effective?" In Advances in Marketing, Customer Relationship Management, and E-Services, 228–54. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0332-3.ch012.

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This chapter examines how Lawson, a convenience store chain in Japan has taken a different approach in utilizing Twitter. This chapter begins with the background of the retail sector in Japan, specifically the convenience store industry as well as a brief description of cute culture. The key elements of Lawson's Twitter account are explored accordingly. Using elements from Esch, Langner, Schimitt & Geus' (2006) general model of branding components and relationship to micro blogging, a study was conducted to examine the current and future purchase intentions. While social media proved to help differentiate Lawson from its competitors, it was not the main factor in generating brand loyalty. The findings show that not all followers displayed purchase intentions. The results also identified a gap between the perceptions of Lawson's Twitter account versus the overall corporate brand. This provides the foundation for further research activities in developing more effective methods of maximizing Twitter in enhancing customer experience and subsequently increasing brand equity and loyalty.

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Ciani, Adriano, Lucia Rocchi, Luisa Paolotti, Francesco Diotallevi, José B. Guerra, Felipe Fernandez, Alek Suni, et al. "Corporate Social Responsibility (CSR)." In Advances in Business Strategy and Competitive Advantage, 73–96. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7294-9.ch004.

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Corporate Social Responsibility (CSR) is a global theme. However, social, cultural, and natural characteristics of each nation should influence the application of CSR. This chapter describes CSR practices in five countries: Brazil, Japan, India, Italy, and Romania. The method applied is a descriptive case study, and a qualitative analysis is made. Cross-cultural comparison studies may help one better understand how CSR practices emerge in each country in a globalized economy.

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Amoroso, Donald L. "The Importance of Advocacy on Reputation and Loyalty." In Corporate Social Responsibility, 1173–85. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6192-7.ch060.

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The purpose of this study is to ascertain the CSR factors influencing consumers' loyalty and see if there are cultural differences and similarities. A research model was developed based upon existing research theory and tested the model by collecting data using an online survey instrument. The survey yielded usable response: 320 consumers in Japan, 1049 consumers in China and 528 consumers in the Philippines comparing the results among the three East Asian countries. Significant differences were found in some of the CSR factors, specifically where CSR advocacy was an important factor across all countries strongly influencing loyalty. Differences included hypocrisy to trust in China is not significant, whereas awareness to hypocrisy was not strong in Japan. Advocacy has a strong impact on reputation in China.

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7

Gagné, Nana Okura. "Historicizing Japanese Workers and Japanese Capitalism." In Reworking Japan, 25–64. Cornell University Press, 2021. http://dx.doi.org/10.7591/cornell/9781501753039.003.0002.

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This chapter begins with a brief historicization of salarymen from the late 1800s to the early 1990s. It focuses on the formation of the socioeconomic category of the New Middle Class and the cultural production of the new middle-class orientation within Japan's economic and industrial structure. It also traces the historical trajectory through which the modern configuration of welfare, work, and family emerged in prewar Japan and then took new shape in postwar Japan through the fractious struggle of workers and management. The chapter examines how the particular construction of the new middle class as a lived experience has been articulated through the socioeconomic category of the new middle class. It situates the contemporary discourse of neoliberal economic reforms within the historical development of Japanese corporate governance and Japanese capitalism.

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Ryu, Keikoh. "Redefining “Business-Society Relations” for Japanese Corporations in China." In International Business Strategy and Entrepreneurship, 227–39. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4753-4.ch014.

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The long and complex history between China and Japan, and in particular the “negative heritage” of the Second World War, has effectively alienated the two countries and led to a pervasive culture of anti-Japanese sentiment throughout China. Following the violent demonstrations of 2005, this anti-Japanese sentiment has also had an effect on the economic prospects of Japanese corporations, creating apprehension over the future of Japanese corporate and trade relations in China. All of this has forced Japanese companies seeking to expand their businesses abroad to grapple with the unique challenges of operating within the highly politicized environment of Chinese nationalism. This begs the question: how should Japanese corporations respond to Chinese nationalism in pursuing their business objectives? Based on field research conducted in 2007, this chapter begins with an analysis of the impact of Chinese nationalism on the commercial prospects of Japanese businesses with operations in China, goes on to discuss the importance of “business-society relations” for the localization of Japanese corporations in the Chinese market, and concludes by recommending strategies for social engagement that deal effectively with these issues. Still, the success of any such strategy ultimately depends on whether China's market economy continues to develop in the face of harsh political conditions and growing social unrest. To date, only a handful of studies have addressed the impact of business-society relations on the economic performance of Japanese corporations operating in China. This chapter is an attempt to fill that gap.

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Sklair, Leslie. "Two Types of Iconic Architecture." In The Icon Project. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190464189.003.0007.

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The debate around iconic architecture has been undermined by the general failure to recognize that there are and probably always have been two forms of iconicity in terms of fame and symbolic/ aesthetic significance. These are (1) unique icons (buildings recognized as works of art in their own right) and (2) typical icons (buildings successfully copying elements of unique icons). My argument in this book is that the transnational capitalist class mobilizes these two distinct but related forms to promote an ideological message, identified here as the culture-ideology of consumerism. This is what I mean by the Icon Project. The rise of iconic architecture can be explained in parallel with the decline of monumental architecture. Since the end of the Second World War and the defeat of the fascist dictatorships in Europe and Japan, debate around monumentality as a public expression of architectural representation has moved on to new ground. Although it has by no means disappeared (conflating monumental with iconic is common), bombastic monumentality has become increasingly discredited as an architectural strategy for those in power. The breakup of the Soviet empire in the 1990s and the creation of new regimes in post-Soviet Eastern Europe and central Asia added some further, often contradictory, elements to the debate (Molnar 2013). Gradually, architectural iconicity began to replace monumentality as the central motif in these discussions. This chapter sets out to show how architectural iconicity has been socially produced by the corporate fraction of the transnational capitalist class in architecture and has begun to replace monumentality as a marker of the global hegemony of the dominant class. Iconicity in architecture (or indeed in any other field of endeavour) does not simply happen; it is the end result of deliberate practices created by specific people working in specific institutions. Architects often recall the local architectural icons of their childhood. Formal or informal socialization into the field of architecture appears to involve the recognition of architectural icons at all levels, brought to attention not only by teachers and mentors but also by the professional media of architecture and the general coverage of economic, political, and cultural news involving architecture and urban design in the mass media.

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Wang, Victor X. "Knowledge Facilitator vs. Knowledge Dictator in Today's Organizations." In Encyclopedia of Human Resources Information Systems, 592–97. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch086.

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With the wide use of computer technology nowadays, organizational management in recent times appears to be more complex than it ever was. Electronic human resources management (e-HRM) has become a popular term in today’s organizations. Does this mean knowledge facilitator is better than a knowledge dictator or vice versa? The author of this article puts forward an indispensable dichotomy to discuss the interdependence and relationship of a knowledge facilitator and a knowledge dictator in order to determine effective training or management for human resources development (HRD) and human resources management practitioners in today’s organizations. Numerous studies (e.g., Grow, 1991; Jarvis, 2002a; Knowles, Holton, & Swanson, 1998, 2005; Rogers, 1951, 1961, 1969) have postulated that the knowledge facilitator is superior to the knowledge dictator in Western literature in that a knowledge facilitator is germane to learning whereas a knowledge dictator may well stifle learning in today’s organizations. Because Rogers (1961) defines growth not as a process of “being shaped,” but as a process of becoming, he maintains that we cannot teach another person directly, we can only facilitate the other person’s learning. After many years of providing corporate training in different organizations, Knowles, Holton, and Swanson (1998, 2005) replaced getting rewards for controlling students with getting rewards for releasing students. The latter rewards are much more satisfying because knowledge facilitators have positive assumptions about human learning whereas knowledge dictators have negative assumptions about human learning. However, in some other cultures such as in China, South Korea, Japan, or Singapore, scholars and practitioners may prove otherwise (Biggs, 1996). This may be due to the fact that the major determinant of the subservient role expected of a learner in collectivist Eastern cultures is the traditional hierarchical relationship between students and instructors (Hampden-Turner & Trompenaars, 2000); students expect their instructors to be unchallengeable figures (Wang, 2007). The issue of knowledge facilitator vs. knowledge dictator seems to be a perennial topic for scholars and researchers in all cultures. The open relationship between students and instructors in individualist Western cultures (Hampden-Turner & Trompenaars, 2000) encourages students to take charge of learning; scholars and practitioners in the West do not seem to agree with their counterparts in oriental cultures. Likewise, scholars and practitioners in the Eastern Hemisphere do not seem to buy into Western thinking on the premise that knowledge facilitator necessarily leads to effective learning (Wang, 2007). On the basis of this dichotomy, little agreement has been reached regarding whether a knowledge facilitator or a knowledge dictator is more needed in today’s organizations. Because of this dichotomy, subsequent research has been sparked to determine which side of the coin is conducive to learning.

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Тези доповідей конференцій з теми "Corporate culture Japan"

1

Xin, Feng. "An analysis of the differences in corporate culture between China and Japan." In Proceedings of the International Conference on Economic Management and Green Development (ICEMGD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icemgd-18.2018.11.

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Chi-fen, Huang, and Lin Jer-Yan. "The Study on Corporate Social Responsibility Affects Innovative Behavior." In Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.221.

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Corporate social responsibility has received increasing necessary attention from scholars and practitioners in recent years. Businesses are expected to play the role of a corporate citizen in the community to obtain more substantial benefits. Corporate social responsibility has become an international tendency, Corporate Social Responsibility plans should identify the most necessary strategic value in several areas, and find out the topics of most Creating Shared Value, while the creation of social well- being, enhance their competitive advantage, will probably be a vital factor in the company

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