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Article
Publication date: 1 March 1995

John Lorriman

Based on the book Japan′s Winning Margin – Management,Training and Education, co‐authored with Professor Takashi Kenjo andpublished by Oxford University Press in April 1994…

1387

Abstract

Based on the book Japan′s Winning Margin – Management, Training and Education, co‐authored with Professor Takashi Kenjo and published by Oxford University Press in April 1994, argues that learning should be lifelong and worldwide. In particular, there are lessons from Japan, whose industrial successes have been largely a result of their very well developed systems of learning. Finds Japan′s key strengths are in its very effective education system, the approach to training and in the role of managers. Describes an Anglo‐Japanese comparative research project carried out by the author, concludes that the lessons of use for all are in structured competence development, personal development plans (including new software versions developed by the author), the management of knowledge and in clarity of vision.

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Journal of European Industrial Training, vol. 19 no. 2
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 October 1997

Michel Mestre, Alan Stainer and Lorice Stainer

States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West…

5982

Abstract

States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West. Investigates Japanese recruitment philosophy in relation to its effective and planned orientation management. Examines and illustrates the scheduling of Japanese orientation programmes. Posits that within this scenario, employee development is perceived under three distinct headings: becoming part of a team, becoming a company person and becoming trained in organizational expectations. Emphasis is put on inter‐relationships, requiring a shared understanding of the direction and values needed for effective business and individual performance. Communication, through orientation, is seen as an essential key to the integration and efficacy of new recruits and existing employees facing strategic change.

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Employee Relations, vol. 19 no. 5
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 October 1995

Alan Stainer

Gives an overview of Japanese productivity management in bothmanufacturing and service industries. Discusses education and training,as well as corporate attitudes to productivity…

5246

Abstract

Gives an overview of Japanese productivity management in both manufacturing and service industries. Discusses education and training, as well as corporate attitudes to productivity. Highlights the relationship of productivity to the Japanese economy, looking at both large and small organizations. Features approaches and underlying competitive philosophies to productivity management and their control systems. Reveals the prominence of productivity and quality in Japanese operations strategy through both analysis and models. Draws comparisons with the West through a discussion on how Japanese productivity management works and could work in Europe. Brings to the fore the inevitable challenges and changes facing Japanese industry since the recession, and their consequent reactions.

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Management Decision, vol. 33 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 8 February 2008

Yang‐Im Lee and Peter R.J. Trim

The purpose of this paper is to make clear how managers in Western organizations can understand the Japanese and Korean cultural value system and interpret the strategic…

4164

Abstract

Purpose

The purpose of this paper is to make clear how managers in Western organizations can understand the Japanese and Korean cultural value system and interpret the strategic decision‐making process that exists within organizations exhibiting a collectivist culture.

Design/methodology/approach

A literature review was undertaken and several studies, either jointly or separately undertaken by the authors, were drawn upon in order to provide depth to the analysis and interpretation.

Findings

Although there are similarities between Japanese and Korean people, there are a number of distinct differences between them. These differences have come about as a result of Buddhism and Confucianism being adopted at different points in each country's history, and the fact that these countries have developed their own unique cultural value system. The differences manifest in organizational characteristics, which provide Japanese and Korean organizations with a specific identity, management model and way of doing business. What is evident, however, is that managers in both Japanese and Korean organizations are familiar with the relationship marketing concept and actively embrace the strategic marketing approach.

Research limitations/implications

Undertaking research into national cultural value systems and organizational cultural value systems is complex and requires an interdisciplinary approach. It can also be suggested that more emphasis needs to be placed on undertaking research of this kind in both Japan and Korea. Furthermore, it is advocated that a longitudinal study is undertaken in order to provide both evidence of how organizational cultural value systems within a collectivist culture change through time, and how cultural traits influence the decision‐making process.

Practical implications

Managers in Western organizations will be able to relate to the value systems of Japanese and Korean organizations and as a consequence, will understand how long‐term trustworthy relationships are developed. This should facilitate the negotiation of business deals and result in business partnerships being developed that are based on mutuality.

Originality/value

The interdisciplinary approach adopted allowed the authors to view culture from several perspectives and to link more firmly national cultural value systems with organizational cultural value systems, and with organizational identity. By adopting this research strategy, the authors were able to explain how organizational identity is influenced by and reinforced by the concept of strategic marketing.

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Cross Cultural Management: An International Journal, vol. 15 no. 1
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 6 May 2022

Irma Rybnikova and Rainhart Lang

The study examines prevailing understandings and meanings of management represented in Lithuanian higher management education as a selected East European post-socialist country…

288

Abstract

Purpose

The study examines prevailing understandings and meanings of management represented in Lithuanian higher management education as a selected East European post-socialist country. While concentrating on the notion of management as an institution, the study draws upon the concept of “travel of ideas” by Czarniawska (2008). The study aims at analysing what reasons led to the development of specific management meanings in Lithuanian higher education by considering local historical and socio-political processes of transformation.

Design/methodology/approach

The empirical analysis is based on a qualitative content analysis of 23 relevant textbooks on general management in Lithuania, written by local authors.

Findings

The results show that the reception and translation of management concepts in Lithuania is mainly focused on rationalistic Anglo-Saxon concepts. Dominating meanings are informed by Taylorism, with alternative or critical management approaches remaining absent. The study additionally reveals the effect of “imprinting”, referring to the fact that local management pioneers have a considerable and sustainable impact on how and which management models and theories are adopted in management education.

Research limitations/implications

Since the analysis is limited to local textbooks in higher education of only one post-socialist country, there is a need for further research, especially for the inclusion of the remaining Central and Eastern European (CEE) countries. Additionally, other factors that may influence management meanings in higher education in post-socialist countries need to be considered by analysing translated books, management programmes or guest lecturers from other countries.

Practical implications

One of the central implications of the research into management in higher education is the call for a stronger inclusion of management ideas that go beyond Taylorist approaches. These could be team-based management or participative management, as these potentially better align with work-oriented expectations by prospective, especially young, employees.

Originality/value

The study shows the relevance of historic roots regarding managerial thought. The study identifies an “imprinting” by local pioneers in the field of management that establishes initial and enduring meanings of management in a considered country. The mechanism of “imprinting” serves as a selective filter and indicates a local general receptivity towards certain ideas and could, thus, enable or impede travelling of ideas. In the case of Lithuanian higher management education, the study shows that “imprinting” has led to a narrow meaning of management with a higher receptivity towards concepts and approaches that align with Taylor's scientific management theory.

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Baltic Journal of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 1 June 1996

M.A. Parkin and R. Parkin

Notes that while implementation of total quality management (TQM) in large organizations has been widely documented, it has received far less attention in relation to small and…

2100

Abstract

Notes that while implementation of total quality management (TQM) in large organizations has been widely documented, it has received far less attention in relation to small and medium‐sized enterprises (SMEs), in which most of the UK labour force is employed. Reports the results of an investigation into SME management attitudes towards TQM in the East Midlands region of the UK. Compares them with UK‐based Japanese‐owned companies and discovers that the UK‐owned SMEs are better at implementing TQM. Concludes that there is room for improvement in all companies in the translation of management philosophy into employee action.

Details

Industrial Management & Data Systems, vol. 96 no. 4
Type: Research Article
ISSN: 0263-5577

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