優れた企業は全体が活性化し、戦略が個性化している。通産省における著者の20年に及ぶ調査と社長インタビューによって日本企業の強さの原因を追求した。

Using original data, Managers in the Making presents a thorough analysis of the processes by which managers are made in Britain and Japan. It provides a detailed comparative study of the careers, training, developmental experience and job demands of managers in eight named companies, matching British firms with Japanese counterparts. Using qualitative and quantitative data the authors offer an understanding of these processes within organizational, sectoral and national contexts. Managers′ perceptions, reactions and concerns are recorded and analysed throughout.

Based on a survey of 760 top Japanese managers and over 2,500 top European managers, explores their characteristics and examines the quality of dialogue among senior executives, leadership styles, and national and sectoral differences in managerial behaviour.

This book tries to describe the formal long-range planning process of Japanese corporations, to analyze the formal strategic decision making process and to find theories through this analysis.

Corporate social responsibility (CSR) is a topical issue in many countries. What are the drivers for the global spread of explicit CSR – practices that are demonstrated to the outside – even in countries where companies had addressed CSR implicitly? What catalyzes organizations to adopt CSR and how does their adoption influence other companies’ likelihood to adopt CSR? This book approaches the recent world-wide adoption of CSR practices as part of the global spread of management concepts. The trend to adopt CSR is examined among Japanese companies, because they have rapidly adopted CSR practices in the last two decades. Existing empirical research on CSR in Japan that has focused mainly on anecdotal evidence on a small number of outstanding companies is extended by employing both qualitative and quantitative empirical research methods. Analyzing drivers for the adoption of CSR practices, organizational characteristics of adopting companies, and how increasing adoption influences the likelihood to adopt provides insights into how Japanese institutions and stakeholders facilitated rapid CSR adoption and the process of CSR diffusion.

Ito examines the recent downturn in the Japanese economy, critiques the existing management approach, and argues for the importance of research and development, strategic integration, and concept-driven innovation in creating a recovery. The contribution of management in fostering innovation and exc.