Changing Japanese Capitalism: Societal Coordination and Institutional AdjustmentCambridge University Press, 07/12/2006 Economic crisis tends to spur change in the 'rules of the game' - the 'institutions' - that govern the economic activity of firms and employees. But after more than a decade of economic pain following the burst of the Japanese Bubble Economy of the 1980s, the core institutions of Japanese capitalism have changed little. In this systematic and holistic assessment of continuity and change in the central components of Japanese capitalism, Michael A. Witt links this slow institutional change to a confluence of two factors: high levels of societal co-ordination in the Japanese political economy, and low levels of deviant behaviour at the level of individuals, firms, and organizations. He identifies social networks permeating Japanese business as a key enabler of societal co-ordination and an obstacle to deviancy, and sheds light on a pervasive but previously under-explored type of business networks, intra-industry loops. Includes a foreword by Gordon Redding. |
المحتوى
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القسم 2 | 24 |
القسم 3 | 25 |
القسم 4 | 55 |
القسم 5 | 85 |
القسم 6 | 106 |
القسم 7 | 127 |
القسم 8 | 142 |
القسم 9 | 147 |
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القسم 11 | 157 |
القسم 12 | 169 |
القسم 13 | 170 |
القسم 14 | 172 |
القسم 15 | 181 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
action activity actors addition apparel associations autonomous average banks building Chapter CMEs compared connections considerable consistent consortium context continue cooperation corporate costs declining discussed economy effect evidence example exist expect Figure firms followed frequency further Germany given groups Hall higher important increased indicates individual industry information exchange institutional adjustment institutional change interests intra-industry loops involved Italy Japan Japanese business system kinds least less LMEs major means mechanisms micro-level micromachine micromachine industry networking non-participants occurs organizations participants pattern percent political positive possible present pressure processes production R&D consortium reduce relations relatively represent respectively responses result role scores Second seems semiconductor equipment share shareholders social capital social networks societal coordination stage statistically suggests Table tend ties trade trust United universities
مقاطع مشهورة
الصفحة 16 - For our purposes here, we adopt the latter view and define social capital as the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit. Social capital thus comprises both the network and the assets that may be mobilized through that network (Bourdieu, 1986; Burt, 1992).
الصفحة 66 - Australia, Austria, Belgium, Canada, Denmark, Finland, France, Germany, Ireland, Italy, Japan, Netherlands, New Zealand, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom, United States.
الصفحة 38 - The government should take more responsibility to ensure that everyone is provided for 1234!
الصفحة 38 - Competition is good. It stimulates people to work hard and develop new ideas (10).
الصفحة 16 - Social networks are formally defined as "any collection of actors (N > 2) that pursue repeated, enduring exchange relations with one another and, at the same time, lack a legitimate organizational authority to arbitrate and resolve disputes that may arise during the exchange
الصفحة 96 - The vertical keiretsu can be divided into three main categories. The first are the sangyo keiretsu or production keiretsu, which are elaborate hierarchies of primary, secondary, and tertiary-level subcontractors that supply, through a series of stages, parent firms. The second are the ryutsu keiretsu or distribution keiretsu. These are linear systems of distributors that operate under the name of a large-scale manufacturer, or sometimes a wholesaler. They have much in common with the vertical marketing...
الصفحة 35 - The owners and the employees should participate in the selection of managers 3 The government should be the owner and appoint the managers...