Making Common Sense of Japan

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University of Pittsburgh Pre, Oct 15, 1993 - Political Science - 202 pages

Common misconceptions about Japan begin with the notion that it is a “small” country (it's actually lager than Great Britain, Germany or Italy) and end with pronouncements that the Japanese think differently and have different values-they do things differently because that's the way they are.
Steven Reed takes on the task of demystifying Japanese culture and behavior. Through examples that are familiar to an American audience and his own personal encounters with the Japanese, he argues that the apparent oddity of Japanese behavior flows quite naturally from certain objective conditions that are different from those in the United States.
Mystical allegations about national character are less useful for understanding a foreign culture than a close look at specific situations and conditions. Two aspects of the Japanese economy have particularly baffled Americans: that Japanese workers have “permanent employment” and that the Japanese government cooperates with big business. Reed explains these phenomena in common sense terms. He shows how they developed historically, why they continue, and why they helped produce economic growth. He concludes that these practices are not as different from what happens in the United States as they may appear.

 

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Making common sense of Japan

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During the 1980s, there was a tendency to elevate the Japanese economy and managerial style to role model status in works like Richard Pascale's The Art of Japanese Management ( LJ 8/81) and William ... Read full review

Contents

1 A Unique Nation?
3
2 Cultrue as Common Sense
25
3 A Structural Learning Approach
47
4 Making Common Sense of Permanent Employment
77
5 Making Common Sense of GovernmentBusiness Cooperation
106
6 What Should We Learn from Japan?
136
Notes
157
Index
183
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About the author (1993)

Steven R. Reed is on the faculty of policy studies at Chuo University, Hachioji City, Tokyo, Japan.

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