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Samuel P. Huntington has defined institutionalisation as a ‘process by which organisations and processes acquire value and stability’. That process may be measured by four criteria: adaptability (ability to cope with environmental... more
Samuel P. Huntington has defined institutionalisation as a ‘process by which organisations and processes acquire value and stability’. That process may be measured by four criteria: adaptability (ability to cope with environmental challenges and maintain continuity despite turnover in leadership and membership), complexity of structure and functions, autonomy of environmental forces, and coherence (integration facilitated by agreement on principles, at least those regarding the rules of the game).1 The Japanese state bureaucracy, measured against these four criteria, has been institutionalised since prewar days. In contrast, other organisations, such as the Diet; the Liberal Democratic Party; the Cabinet; and several interest organisations, including those representing doctors, farmers and textile workers, have become institutionalised much more recently. In this chapter I argue that, contrary to conventional wisdom, public policy consultation in Japan has also reached a notable lev...
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... groups of social 1. The following account is based on JT Shotwell, The Origins of the Inter-national Labor Organization; EB Haas, Beyond the Nation State; KN Dahl, "The Role of ILO Standards in the Global Integration... more
... groups of social 1. The following account is based on JT Shotwell, The Origins of the Inter-national Labor Organization; EB Haas, Beyond the Nation State; KN Dahl, "The Role of ILO Standards in the Global Integration Process"; and Kaite and Toda, ILO: Kokusai Rddo Kikan. ...
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... 17 This concept is developed in Ronald P. Dore, British Factory-Japanese Fac-tory (Berkeley: University of California Press, 1973). 18Mainichi Shinbun, October 10, 1970. ... 40 Sumita Yutaka, "Koyo hoken hban no hbseijo no... more
... 17 This concept is developed in Ronald P. Dore, British Factory-Japanese Fac-tory (Berkeley: University of California Press, 1973). 18Mainichi Shinbun, October 10, 1970. ... 40 Sumita Yutaka, "Koyo hoken hban no hbseijo no mondaiten," Jurisuto, No. 558, April 15, 1974, pp. ...
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ABSTRACT
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Planned organizational change efforts have rarely been initiated in multi-national corporations (MNCs). A survey we conducted among top man-agers of MNCs in various countries revealed why: managers are unfamiliar with the intricacies of... more
Planned organizational change efforts have rarely been initiated in multi-national corporations (MNCs). A survey we conducted among top man-agers of MNCs in various countries revealed why: managers are unfamiliar with the intricacies of the process, skeptical of the prospects for its success, and apprehensive of possible damaging effects. A major factor considered problematical is that the cultural heterogeneity of MNCs' work force is bound to lead to different perceptions of existing policies and patterns of organizational behavior and incongruent perceptions of the desired ones. We hypothesize four types of relationships between the existence of such differences or similarities and the prospects for successful planned change in MNCs. Subsequently, the analysis of three stages of a planned change effort in one MNC-diagnosis, analysis, and introduction of changes-sug-gests that differences in the perceptions of the existing situation may not preclude successful planned change under the following conditions: there are no significant differences in the perceptions of the desired situation; the change agent is familiar with both learning theories and the problems of the specific organization; the loyalty of employees of the various nationalities is assured; and supervisors, especially parent country nationals in key man-agerial positions, are induced to bridge the gap between their perception of the desired situation and their actual behavior. The reasons for this gap and suggestions for minimizing their effect are presented.
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ABSTRACT
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... 17 This concept is developed in Ronald P. Dore, British Factory-Japanese Fac-tory (Berkeley: University of California Press, 1973). 18Mainichi Shinbun, October 10, 1970. ... 40 Sumita Yutaka, "Koyo hoken hban no hbseijo no... more
... 17 This concept is developed in Ronald P. Dore, British Factory-Japanese Fac-tory (Berkeley: University of California Press, 1973). 18Mainichi Shinbun, October 10, 1970. ... 40 Sumita Yutaka, "Koyo hoken hban no hbseijo no mondaiten," Jurisuto, No. 558, April 15, 1974, pp. ...
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... groups of social 1. The following account is based on JT Shotwell, The Origins of the Inter-national Labor Organization; EB Haas, Beyond the Nation State; KN Dahl, "The Role of ILO Standards in the Global Integration... more
... groups of social 1. The following account is based on JT Shotwell, The Origins of the Inter-national Labor Organization; EB Haas, Beyond the Nation State; KN Dahl, "The Role of ILO Standards in the Global Integration Process"; and Kaite and Toda, ILO: Kokusai Rddo Kikan. ...
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We are delighted to share with you the program of the forthcoming symposium ‘A Decade to the Great East Japan Disaster’. The symposium will take place online, through Zoom, on March 11, 2021 from 10-am Israel time / 5-pm Japan time.... more
We are delighted to share with you the program of the forthcoming symposium ‘A Decade to the Great East Japan Disaster’.
The symposium will take place online, through Zoom, on March 11, 2021 from 10-am Israel time / 5-pm Japan time.
Please join with the following link: https://us02web.zoom.us/j/9170009735
The symposium will take place online, through Zoom, on March 11, 2021 from 10-am Israel time / 5-pm Japan time.
Please join with the following link: https://us02web.zoom.us/j/9170009735