This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Vernon, G. Search for Related Content Social Bookmarking                         What's this?

The Potential of Management-Dominated Work Organization: The Critical Case of Japan

Henley Management College, UK

A succession of studies have suggested that management-dominated work organization can deliver productivity alongside participation and reward for employees generally. Examination of the Japanese political economy before the traumas of the 1990s shows that it was a critical case of management-dominated work organization in an environment uniquely facilitative of innovation in work practice and its diffusion. However, detailed consideration of Japanese manufacturing shows that the sector was not generally characterized by comparatively participative, rewarding and productive work organization. The Japanese experience suggests that the potential for mutual gains under management-dominated work organization tends to be overstated.

Key Words: managerial enlightenment • mutual gains • participation • pay • productivity

Economic and Industrial Democracy, Vol. 27, No. 3, 399-424 (2006)
DOI: 10.1177/0143831X06065962


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?