Flexibility in Japanese internal labour markets: The introduction of performance-related pay

Keizer, Arjan

doi:10.1007/s10490-009-9170-3

Cited by 18 publications

(14 citation statements)

References 26 publications

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“…; Takeuchi and Takeuchi ), while others concentrated on the changing features of HRM practices (Hassard et al . ; Keizer ; Lee et al . ; MacVaugh and Evans ; Sekiguchi ; Tomiura et al .…”

Section: Findings By Categorymentioning

confidence: 99%

“…With respect to the changing features of HRM practices, the increasing use of performance‐related payments (Hassard et al . ; Keizer ; Lee et al . ; Sekiguchi ) and flexible employment practices were observed (MacVaugh and Evans ).…”

Section: Findings By Categorymentioning

confidence: 99%

“…In the latest period, HRM papers largely extended those of the previous decade. For example, certain articles examined HPWS and its performance implications (Bae et al 2011;Takeuchi and Takeuchi 2013), while others concentrated on the changing features of HRM practices (Hassard et al 2012;Keizer 2011;Lee et al 2011;MacVaugh and Evans 2012;Sekiguchi 2013;Tomiura et al 2013). Bae et al (2011) built on existing knowledge by comparing the data from Japanese and Korean electric appliance makers.…”

Section: Hrm 2011-2013mentioning

confidence: 99%

“…With respect to the changing features of HRM practices, the increasing use of performance-related payments (Hassard et al 2012;Keizer 2011;Lee et al 2011;Sekiguchi 2013) and flexible employment practices were observed (MacVaugh and Evans 2012). Significantly, traditional Japanese HRM practices tended to be juxtaposed with Anglo-American practices, such as performance-related payments and flexible employment practices (Hassard et al 2012;Sekiguchi 2013).…”

Section: Hrm 2011-2013mentioning

confidence: 99%

“…In particular, during the late 1980s, Japan witnessed a speculative real estate and stock market boom, known as the 'bubble economy', but this burst in the late 1980s. Since the 'bubble economy' burst, the country has experienced long-term stagnation and economic recession, referred to as the 'lost decade(s)' (Keizer 2011), and popular interest in Japan's economy waned. That said, in terms of GDP, Japan still remains the world's third largest economy, and Japanese firms continue to perform well (Ando 2011;Aoki et al 2012;Hu 2012).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Does Japan Still Matter? Past Tendencies and Future Opportunities in the Study of Japanese Firms

Endo

Delbridge

Morris

2014

Int J Management Reviews

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This paper engages with the question ‘does Japan still matter’ by systematically reviewing publication patterns in peer‐reviewed academic journal articles addressing Japanese firms and their management practices, illustrating the academic discourse surrounding Japanese firms over four decades, and by identifying future research opportunities. Initially, particularly from the 1980s when Japanese firms came to prominence, these practices tended to be identified as ‘best practice’. However, at least in part due to socio‐economic changes, this tendency has become less prominent since the ‘bubble economy’ burst. Instead, three broader developments are observed: the examination of the continuity and change in the traditional Japanese model, a more complex approach that involves multiple themes of research, and leveraging new contexts to examine Japanese firms, including the long‐term recession, the rise of the East Asian economy, and the increasing importance of corporate social responsibility.

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“…; Takeuchi and Takeuchi ), while others concentrated on the changing features of HRM practices (Hassard et al . ; Keizer ; Lee et al . ; MacVaugh and Evans ; Sekiguchi ; Tomiura et al .…”

Section: Findings By Categorymentioning

confidence: 99%

Section: Findings By Categorymentioning

confidence: 99%

Section: Hrm 2011-2013mentioning

confidence: 99%

Section: Hrm 2011-2013mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Does Japan Still Matter? Past Tendencies and Future Opportunities in the Study of Japanese Firms

Endo

Delbridge

Morris

2014

Int J Management Reviews

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Japanese expatriates' management in global assignments: A review and research agenda

Dang

Rammal

2020

Thunderbird Intl Bus Rev

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Japanese firms and their management practices (including those related to expatriate management) have been of interest to international business researchers for decades. The international human resource management literature highlights the critical role expatriates' family play in the success or failure of global assignments. However, this issue has not been prominent in the literature on Japanese expatriates, despite the emphasis on collectivism and culture. This study uses the integrative literature review method to consolidate the research on Japanese work practices and expatriation issues in Japanese multinational enterprises, with emphasis on Japanese family issues in expatriate management. Using family systems theory as the analytical lens, we identify themes that have been covered in the literature on Japanese global assignees and their families. Current gaps in the literature are highlighted, and we provide a future research agenda with broad themes that can contribute to the academic writing and practices of Japanese expatriate management.

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Strategic HR functions and firm performance: The moderating effects of high-involvement work practices

Kim

seungsik

2011

Asia Pac J Manag

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Flexibility in Japanese internal labour markets: The introduction of performance-related pay

Abstract: Japan, Employment practices, Internal labour markets, Institutional change, Performance-related pay,

Cited by 18 publications

References 26 publications

Does Japan Still Matter? Past Tendencies and Future Opportunities in the Study of Japanese Firms

Does Japan Still Matter? Past Tendencies and Future Opportunities in the Study of Japanese Firms

Japanese expatriates' management in global assignments: A review and research agenda

Strategic HR functions and firm performance: The moderating effects of high-involvement work practices

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