CHAPTER 3. Zaikabo: Japanese Cotton Mills in China, 1895—1937

Duus, Peter

doi:10.1515/9781400847938.65

Cited by 11 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The figures refer to either 20 counts or 20-count equivalents. of the productivity gap between Japanese-and Chinese-owned mills are corroborated by small samples of data reported in Gang Zhao and Zhongyi Chen (1997) and Peter Duus (1989). Table 2 also reports productivity statistics for Qingdao mills in 1947 based on data in the Qingdao Yearbooks, which provide full information on the counts produced the division of workers across spinning and weaving, operating hours, and the number of days worked.…”

Section: Productivity In Cotton Spinningmentioning

confidence: 66%

“…As Table 2 shows, my estimates Zhao and Chen (1997). b Duus (1989 Wolcott and Clark (1999). Notes: Table 2 compares estimates of labor and capital productivity based on CCMOA data (bolded) to estimates reported by other sources (indicated below).…”

Section: Productivity In Cotton Spinningmentioning

confidence: 99%

“…I use these data to estimate wage changes over time within the Chinese-owned sector. To impute wages for the Japanese-and British-owned sectors, I use estimates of relative wages across sectors reported in Duus (1989). For firms in Japan, I use a spinning wage series from Ramseyer (1993).…”

Section: Productivity In Cotton Spinningmentioning

confidence: 99%

See 2 more Smart Citations

Do Local Institutions Affect All Foreign Investors in the Same Way? Evidence from the Interwar Chinese Textile Industry

Zeitz¹

2013

J. Econ. Hist.

View full text Add to dashboard Cite

This article analyzes the impact of employment institutions on Japanese-, British-, and Chinese-owned textile firms in China during the 1920s and 1930s. Despite Britain's domestic position as a world productivity leader, Japanese firms enjoyed a 70 percent productivity advantage over both British and Chinese competitors. The divergent performance of Japanese and British investments in China is explained by differences in management practice. Japanese firms had domestic experience with employment institutions similar to China's and applied labor management strategies that functioned well under these institutions. British firms lacked the institutional experience necessary to adapt management strategies to Chinese institutions. n the first half of the twentieth century, Japan rapidly absorbed industrial technologies from the West, while other Asian countries such as China and India lagged behind. In textiles, British managers and investors established plants in India, but productivity in these firms stagnated during the first half of the twentieth century, and many of these firms became unprofitable in the face of cheap imports from Japan. A key question in understanding twentieth century development is why Japanese firms were able to transform productivity levels in their economy, while other developing country firms, some run by experienced Western managers, failed. To understand this puzzle, I investigate attempts of British and Japanese firms to transfer textile technology to China during the 1920s and 1930s. The analysis reveals some of the pitfalls which

show abstract

Section: Productivity In Cotton Spinningmentioning

confidence: 66%

Section: Productivity In Cotton Spinningmentioning

confidence: 99%

See 1 more Smart Citation

Do Local Institutions Affect All Foreign Investors in the Same Way? Evidence from the Interwar Chinese Textile Industry

Zeitz¹

2013

J. Econ. Hist.

View full text Add to dashboard Cite

show abstract

Japanese Culture, Western Management: Taylorism and Human Resources in Japan

Warner

1994

Organization Studies

View full text Add to dashboard Cite

This paper attempts to examine Taylorism and the development of Human Resources Management (HRM) in Japan. It looks at the translation of Taylor's works, books based on his ideas, and direct applications of 'Scientific Manage ment' as well as the later work of practitioners promoting their diffusion in Japanese enterprises. It concludes that imported Taylorism was an important factor in the development of what most observers have held to be a uniquely indigenous Japanese system of organization and management, and that late Tay lorism may have been the bridge to Total Quality Management (TQM) in the post-war period. Japan's clear contribution, it concludes, was to absorb and adapt such imported concepts and practices in an 'organization-oriented' rather than a 'market-oriented' context.

show abstract

A Queen Is Crowned

2023

Beauty Regimes

View full text Add to dashboard Cite

CHAPTER 3. Zaikabo: Japanese Cotton Mills in China, 1895—1937

Cited by 11 publications

References 0 publications

Do Local Institutions Affect All Foreign Investors in the Same Way? Evidence from the Interwar Chinese Textile Industry

Do Local Institutions Affect All Foreign Investors in the Same Way? Evidence from the Interwar Chinese Textile Industry

Japanese Culture, Western Management: Taylorism and Human Resources in Japan

A Queen Is Crowned

Contact Info

Product

Resources

About