Racialization in a ‘homogenous’ society? The case of Buraku people in Japan

Brown, Eric S.

doi:10.1080/14631369.2012.689556

Cited by 6 publications

(4 citation statements)

References 7 publications

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“…Burakumin people's predecessors are called senmin (despised citizen criteria), the outcasted caste of Japanese society during Tokugawa time. The senmin or burakumin consisted of hinin (non-people) and eta ("much filth") [22].…”

Section: Discrimination Based On the Type Of Jobs In Japan: Burakumin...mentioning

confidence: 99%

“…The hinin were a heterogenous group comprised of beggars, prostitutes, itinerant entertainers, mediums, diviners, religious wanderers, and fugitives from justice who had fallen out of the four-tier [caste] system, and others who had been reduced to hinin status as punishment for infractions of civil or penal codes. Beneath the hinin were hereditary ICoPsy outcastes called eta... who traditionally performed tasks that were considered to be ritually polluting, including animal slaughter and disposal of the dead [22].…”

Section: Discrimination Based On the Type Of Jobs In Japan: Burakumin...mentioning

confidence: 99%

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Potential Discrimination and Coping Strategy Models Implemented by Indonesian Trainees in Japan

Irawati¹,

Iskandar²

2022

KSS

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The Indonesian Diaspora has been active in sending large amounts of remittances. The big contribution was mainly given by TITP trainees from Indonesia. Indonesian TITP trainees in Japan are divided into first-year trainees ( jisshusei) and subsequent-year trainees (kenshusei). Amidst a difficult situation, Indonesian TITP trainees who work in dirty, dangerous, and demeaning sectors also have to face various problems related to discrimination which can increase their stress levels. The researchers examined the potential discrimination faced by the trainees through research conducted on three kenshusei who have returned to Indonesia. The three kenshusei were interviewed using the in-depth interview method. This paper discusses how the three kenshusei solved their problems with the concepts of coping strategies namely: strengthening ethnic identity, seeking social support, and channeling anger. From the results of the study, it was found that the discrimination experienced by those kenshusei could be overcome with 3 models of Brandolo’s coping strategies and 6 other models of coping strategies. Keywords: TITP trainees, discrimination, kenshusei, jisshusei, coping strategies

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Section: Discrimination Based On the Type Of Jobs In Japan: Burakumin...mentioning

confidence: 99%

Section: Discrimination Based On the Type Of Jobs In Japan: Burakumin...mentioning

confidence: 99%

Potential Discrimination and Coping Strategy Models Implemented by Indonesian Trainees in Japan

Irawati¹,

Iskandar²

2022

KSS

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“…In our country-based analysis (see Appendix C), we found consistent patterns for the United States, Germany, and Canada when compared to global results, but Japan was the only country for which some inconsistencies were noted. Since Japan is a relatively more homogenous country culturally and demographically than countries like the U.S. and Canada (e.g., Brown, 2013), it may be the case that changes in the demographic diversity of the board do not have the same effects as in more heterogenous countries. Since our dataset limited us to only four countries, future research should explore such country-level differences in the virtuous cycle of diversity.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

The virtuous cycle of diversity

Srikant

Pichler

Shafiq

2020

Human Resource Management

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Based on propositions from the resource dependency theory (RDT), we seek to understand how firms respond to social performance problems through diversity. We consider the impact of negative customer and employee incidents as social performance problems because these incidents represent two critical stakeholders, and because of the potential for such problems to cause a wider impact on the affected firms. Using firm-level longitudinal data across four-time points and a crosslagged panel model (CLPM) to test our hypotheses, as well as a variety of supplemental analyses, we find that social performance problems relate to increases in board diversity. We also find that social performance problems act as a trigger for a virtuous cycle such that increases in board diversity are related to the subsequent adoption of diversity management practices, which are related to subsequently higher levels of board diversity. We contribute to the theory on diversity management by demonstrating how firms seek diversity as a response to social performance problems. Further, we connect board diversity to the adoption of diversity management practices, which are often studied independently, and demonstrate the mutually positive influence they have on each other. We discuss implications for theory and human resource management. K E Y W O R D Sboard diversity, corporate social responsibility, diversity management, diversity management practices, resource dependency theory, social performance problems "Often what a woman or minority person can bring to the board is some perspective a company has not had before-adding some modern-day reality to the deliberation process. Those perspectives are of great value, and often missing from an all-white, male gathering. They can also be inspirational to the company's diverse workforce" (Robert Campbell, CEO of Sun Oil)We live and work in a more diverse environment today than ever before. The labor force of the United States and other industrialized countries is increasingly diverse in terms of race and ethnicity, gender, and age, among other dimensions (e.g., Roberson, 2012;Truxillo, Fraccaroli, Yaldiz, & Zaniboni, 2017). By 2039, the majority of the workforce in the U.S. will be comprised of racioethnic minorities (Treuhaft, Blackwell, & Pastor, 2011). A variety of macro-level trends from globalization to technological advancement and global labor force migration are related to the increasing multiculturalism of the modern workplace (Kossek & Pichler, 2007). As a reflection of this multiculturalism, women and racioethnic minorities continue to make strides in terms of representation in top management positions and on corporate boards (e.g., Torchia, Calabrò, & Huse, 2011). Human resource management scholars and business firms have touted the importance of board diversity for firm performance (Boulouta, 2013;Kossek & Pichler, 2007;Richard, 2000). Some firms in the United States have adopted diversity statements promoting demographic diversity for their boards (see Carter, Simkins, & Simpson, 2003), ...

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“…there is no “Buraku race” in Japan) in everyday language, they have been treated like a different race (if race refers to a group with inheritable traits upon which structural discrimination is based). Burakumin have been racialized (Brown 2012) and experience racism (if racism is defined as structural discrimination against a group perceived to be biologically different, i.e. inferior, in ways that legitimize hierarchical social organization).…”

Section: Burakuminmentioning

confidence: 99%