Is Japanese‐style management anything new? A comparison of Japanese‐style management with U.S. participative models

Hall, James L.; Leidecker, Joel K.

doi:10.1002/hrm.3930200404

Cited by 10 publications

(6 citation statements)

References 5 publications

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“…Thirteen articles compared countries that included both developed and emerging (or less developed) countries and five articles were focused only on emerging (or less developed) country contexts. The table also shows that although Japan was featured in several earlier studies (e.g., Hall & Leidecker, 1981; Rehder, 1979), interest in Japan appears to have waned over time. In contrast, interest in China has grown since the 1980s (e.g., Hildebrandt & Liu, 1988; Latukha & Veselova, 2019).…”

Section: Resultsmentioning

confidence: 66%

“…A similar trend can be observed for the CHRM and the combined I/CHRM research streams, although there are fewer articles. The earliest CHRM articles contrasted the Japanese style of management with the US participative models (Hall & Leidecker, 1981) and compared Japanese and US female managers (Kaminski & Paiz, 1984). The first article in the combined I/C HRM stream was published in 1988 by Von Glinow and Teagarden on the transfer of HR technology in Sino‐US cooperative ventures.…”

Section: Resultsmentioning

confidence: 99%

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Similarities and differences in international and comparative human resource management: A review of 60 years of research

Sanders

Cieri

2020

Human Resource Management

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In this article, we review similarities and differences in articles in the research field of international and comparative human resource management (HRM), published in Human Resource Management over the past 60 years. The extensive review and analysis, based on 189 conceptual articles, reviews, and empirical studies, identified several trends. First, the two distinct research streams in this research field (HRM in MNEs and comparative HRM) have grown over the decades and moved from conceptual articles in the beginning to almost exclusively empirical studies in more recent years. Second, in addition to the two research streams, in more recent years we identified a third research stream that combines elements of HRM in MNEs and comparative HRM research. Third, the research field has become more feminized, with an increasing number of female (first) authors, and has become more international, with more authors affiliated with non‐US universities in the more recent time periods. Finally, while the research streams show some differences in the content of their research, we do not find evidence that the streams developed in isolation. Based on our analysis, we provide suggestions for future research on international and comparative HRM and identify current implications for HR practitioners.

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Section: Resultsmentioning

confidence: 66%

Section: Resultsmentioning

confidence: 99%

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Sanders

Cieri

2020

Human Resource Management

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“…The question was "what could be learned from Japan?" (Hall & Leidecker, 1981;Endo et al, 2014). Japanese Business System was described by Blahova & Zeleny as a management and business system of fundamental processes where firms are embedded to assure that objectives are achieved (Blahova & Zeleny, 2013).…”

Section: Japanese Business Systemmentioning

confidence: 99%

“…Japanese Business System was described by Blahova & Zeleny as a management and business system of fundamental processes where firms are embedded to assure that objectives are achieved (Blahova & Zeleny, 2013). The Japanese business system was predominantly studied comparatively of how organizations and management systems of Japanese companies differed from corresponding practices in the West (Hall & Leidecker, 1981;Bowen, 1977). Researchers still today describe the Japanese business system as consistent of three main characteristics: lifetime employment with a seniority based pay and promotion system, consensus decision making, and job rotation (Hatvany & Pucik, 1981).…”

Section: Japanese Business Systemmentioning

confidence: 99%

Job satisfaction of returnees to Japan

Makowski-Komura

Bebenroth

2020

IJHRDM

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We investigate how Japanese returnees' job satisfaction is influenced by their organizational identification, their cultural openness and the degree of the 'Japaneseness' of the business system in their firms. On the tenets of social identity and cultural fit theory, we find that stronger identified Japanese returnees are more job satisfied. Furthermore, the degree of "Japaneseness" of the business system is negatively related to the job satisfaction of returnees, indicating that firms with a rather Western business system have more job satisfied returnees in their workforce.Also, even though we do not find any direct relationship between cultural openness and job satisfaction, we receive weak support, that cultural openness moderates the influence of the Japanese business system on a returnee's job satisfaction. That is, the group of culturally more open returnees has a higher job satisfaction when working in a rather Japanese business system.

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Section: Japanese Business Systemmentioning

confidence: 99%

Job satisfaction of returnees to Japan

Makowski

Bebenroth

2020

IJHRDM

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We investigate how Japanese returnees' job satisfaction is influenced by their organizational identification, their cultural openness and the degree of the 'Japaneseness' of the business system in their firms. On the tenets of social identity and cultural fit theory, we find that stronger identified Japanese returnees are more job satisfied. Furthermore, the degree of "Japaneseness" of the business system is negatively related to the job satisfaction of returnees, indicating that firms with a rather Western business system have more job satisfied returnees in their workforce. Also, even though we do not find any direct relationship between cultural openness and job satisfaction, we receive weak support, that cultural openness moderates the influence of the Japanese business system on a returnee's job satisfaction. That is, the group of culturally more open returnees has a higher job satisfaction when working in a rather Japanese business system.

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Is Japanese‐style management anything new? A comparison of Japanese‐style management with U.S. participative models

Cited by 10 publications

References 5 publications

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Similarities and differences in international and comparative human resource management: A review of 60 years of research

Job satisfaction of returnees to Japan

Job satisfaction of returnees to Japan

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