D. Hugh Whittaker – författare

This book proposes a new way to approach comparative international development by focusing on time and timing in economic and social development. The UK industrialized over two centuries, and then started to de-industrialize in the late 1960s. Today, the most rapid developers experience aspects of industrialization and de-industrialization simultaneously. It is no longer clear that industrialization offers the path of growth it once did; industrialization has become''thin.'' Demographic and social challenges that earlier developers faced sequentially now come at the same time. Rapid growers experience compression most acutely, but the spatial and temporal fusing of past and present is widespread, affecting high-, middle-, and lower-income countries alike.Timing refers to the differences in historical periods in which development takes place. The geopolitical, institutional and technological environment for countries recently integrated into the global economy has been vastly different from that of the preceding postwar decades of ''embedded liberalism,'' although it does contain echoes of the ''first globalization'' and ''first financialization'' a century ago. The first era of liberalism did not end well, and the second is similarly foundering onthe rocks of nationalism and protectionism, as it is being battered by a global pandemic.The authors propose an interdisciplinary conceptual framework based on co-evolving state-market and organization-technology dyads, which will help readers make sense of contemporary development across multiple societies, sectors and geographies, and provide a template for historical comparison.

Are entrepreneurs essentially the same everywhere? Are the processes of entrepreneurship similar? Or are they shaped by their environments? If so, how?We know a lot about national differences in management practices, corporate governance, and even innovation systems, but we know surprisingly little about national differences in entrepreneurship. Comparative Entrepreneurship compares processes of entrepreneurship in the UK and Japan, countries associated with liberal market economies and coordinated market economies respectively.Focusing on high tech manufacturing it identifies basic similarities and key differences. Similarities are found in approaches to opportunity and business creation, which are strikingly different from recent policy emphases in the UK and Japan, inspired by Silicon Valley (hence the entrepreneurs live in ''the shadow of Silicon Valley''). Differences - in the backgrounds of entrepreneurs, founding teams, attitudes to growth and risk, innovation, competitive advantages, HRM emphases, andinter-firm collaborations - are summed up by the concepts of ''project entrepreneurship'' and ''lifework entrepreneurship.'' These are closely related to the respective environments, especially the nature of markets in both countries. They also embody different time orientations, with implications for financingand governance.This study brings insights from entrepreneurship to comparative institutions and varieties of capitalism, and vice versa, and draws on two surveys and 25 case interviews in both the UK and Japan. It concludes with a discussion of dilemmas for entrepreneurship policy in the UK, Japan, and other countries.

Japanese corporate governance and managerial practice is at a critical juncture. At the start of the decade pressures mounted for Japan to move to a shareholder-value driven, ''Anglo-American'' system of corporate governance. Subsequent changes, however, may be seen as an adjustment and renewal of the post-war model of the Japanese firm. In adapting to global corporate governance standards, Japanese managers have also been reshaping them according to their own agendaof reform and restructuring of decision-making processes.The board''s role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Managers have adopted a variety of defences against hostile takeovers, including poison pills in some cases. Although shareholder influence is more extensive than it was, central aspects of the Japanese ''community firm'' remain in place. The commitment to stable or ''lifetime'' employment for a core of employees, although comingunder severe pressure, is still an important point of reference for Japanese management.Corporate Governance and Managerial Reform in Japan is based on detailed and intensive field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread associationof Anglo-American practices with the ''modernization'' of corporate governance has been misplaced. This conclusion is unlikely to be altered - it may be reinforced - by reactions to the financial crisis.

Japanese corporate governance and managerial practice is at a critical juncture. At the start of the decade pressures mounted for Japan to move to a shareholder-value driven, ''Anglo-American'' system of corporate governance. Subsequent changes, however, may be seen as an adjustment and renewal of the post-war model of the Japanese firm. In adapting to global corporate governance standards, Japanese managers have also been reshaping them according to their own agendaof reform and restructuring of decision-making processes.The board''s role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Managers have adopted a variety of defences against hostile takeovers, including poison pills in some cases. Although shareholder influence is more extensive than it was, central aspects of the Japanese ''community firm'' remain in place. The commitment to stable or ''lifetime'' employment for a core of employees, although comingunder severe pressure, is still an important point of reference for Japanese management.Corporate Governance and Managerial Reform in Japan is based on detailed and intensive field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread associationof Anglo-American practices with the ''modernization'' of corporate governance has been misplaced. This conclusion is unlikely to be altered - it may be reinforced - by reactions to the financial crisis.

This book proposes a new way to approach comparative international development by focusing on time and timing in economic and social development. The UK industrialized over two centuries, and then started to de-industrialize in the late 1960s. Today, the most rapid developers experience aspects of industrialization and de-industrialization simultaneously. It is no longer clear that industrialization offers the path of growth it once did; industrialization has become''thin.'' Demographic and social challenges that earlier developers faced sequentially now come at the same time. Rapid growers experience compression most acutely, but the spatial and temporal fusing of past and present is widespread, affecting high-, middle-, and lower-income countries alike.Timing refers to the differences in historical periods in which development takes place. The geopolitical, institutional and technological environment for countries recently integrated into the global economy has been vastly different from that of the preceding postwar decades of ''embedded liberalism,'' although it does contain echoes of the ''first globalization'' and ''first financialization'' a century ago. The first era of liberalism did not end well, and the second is similarly foundering onthe rocks of nationalism and protectionism, as it is being battered by a global pandemic.The authors propose an interdisciplinary conceptual framework based on co-evolving state-market and organization-technology dyads, which will help readers make sense of contemporary development across multiple societies, sectors and geographies, and provide a template for historical comparison.

This book proposes a new way to approach comparative international development by focusing on time and timing in economic and social development. The UK industrialized over two centuries, and then started to de-industrialize in the late 1960s. Today, the most rapid developers experience aspects of industrialization and de-industrialization simultaneously. It is no longer clear that industrialization offers the path of growth it once did; industrialization has become 'thin.' Demographic and social challenges that earlier developers faced sequentially now come at the same time. Rapid growers experience compression most acutely, but the spatial and temporal fusing of past and present is widespread, affecting high-, middle-, and lower-income countries alike.Timing refers to the differences in historical periods in which development takes place. The geopolitical, institutional and technological environment for countries recently integrated into the global economy has been vastly different from that of the preceding postwar decades of 'embedded liberalism,' although it does contain echoes of the 'first globalization' and 'first financialization' a century ago. The first era of liberalism did not end well, and the second is similarly foundering on the rocks of nationalism and protectionism, as it is being battered by a global pandemic.The authors propose an interdisciplinary conceptual framework based on co-evolving state-market and organization-technology dyads, which will help readers make sense of contemporary development across multiple societies, sectors and geographies, and provide a template for historical comparison.

Japan is attempting to build a new economy. It goes by various names, such as 'Society 5.0', 'sustainable capitalism', and 'new form of capitalism'. It is to be constructed through digital and green transformation, and a 'virtuous cycle of growth and distribution'. The effort faces strong headwinds, including demographic decline and ageing, Japan's external energy dependence and geopolitical turbulence, and the legacies of Japan's 'lost decades'. Nonetheless, since 2015 a path has been identified that steers between Big Tech market oligopoly on the one hand, and an overbearing state on the other. For others facing the same post-neoliberal, sustainability transformation challenges as Japan, this public-private coordinated building effort is noteworthy.Building a New Economy uses an evolutionary conceptual framework of states-and-markets, organizations-and-technology, and institutional change. It shows how the institutional coherence of the manufacturing-centred postwar model broke down, and was followed by the ideological and institutional dissonance of the 'lost decades'. However, new institutional building blocks have been identified and (partially) assembled which could lead Japan towards a new model which is more open and adaptive. These blocks include a reconfigured developmental state, and new forms of coordination with and within the corporate sector, at times encompassing civil society.Importantly, for a country that has favoured social stability over creative destruction, and has struggled with change, the path forward may require 'controlled dis-equilibrium' of institutions rather than tight coherence. 'Society 5.0' and the 'new form of capitalism' claim to be people-centred; making them so will be the crucial challenge.

Japan is attempting to build a new economy. It goes by various names, such as ''Society 5.0'', ''sustainable capitalism'', and ''new form of capitalism''. It is to be constructed through digital and green transformation, and a ''virtuous cycle of growth and distribution''. The effort faces strong headwinds, including demographic decline and ageing, Japan''s external energy dependence and geopolitical turbulence, and the legacies of Japan''s ''lost decades''. Nonetheless, since 2015 a path has been identified that steers between Big Tech market oligopoly on the one hand, and an overbearing state on the other. For others facing the same post-neoliberal, sustainability transformation challenges as Japan, this public-private coordinated building effort is noteworthy.Building a New Economy uses an evolutionary conceptual framework of states-and-markets, organizations-and-technology, and institutional change. It shows how the institutional coherence of the manufacturing-centred postwar model broke down, and was followed by the ideological and institutional dissonance of the ''lost decades''. However, new institutional building blocks have been identified and (partially) assembled which could lead Japan towards a new model which is more open and adaptive. These blocks include a reconfigured developmental state, and new forms of coordination with and within the corporate sector, at times encompassing civil society.Importantly, for a country that has favoured social stability over creative destruction, and has struggled with change, the path forward may require ''controlled dis-equilibrium'' of institutions rather than tight coherence. ''Society 5.0'' and the ''new form of capitalism'' claim to be people-centred; making them so will be the crucial challenge.

Japan is attempting to build a new economy. It goes by various names, such as ''Society 5.0'', ''sustainable capitalism'', and ''new form of capitalism''. It is to be constructed through digital and green transformation, and a ''virtuous cycle of growth and distribution''. The effort faces strong headwinds, including demographic decline and ageing, Japan''s external energy dependence and geopolitical turbulence, and the legacies of Japan''s ''lost decades''. Nonetheless, since 2015 a path has been identified that steers between Big Tech market oligopoly on the one hand, and an overbearing state on the other. For others facing the same post-neoliberal, sustainability transformation challenges as Japan, this public-private coordinated building effort is noteworthy.Building a New Economy uses an evolutionary conceptual framework of states-and-markets, organizations-and-technology, and institutional change. It shows how the institutional coherence of the manufacturing-centred postwar model broke down, and was followed by the ideological and institutional dissonance of the ''lost decades''. However, new institutional building blocks have been identified and (partially) assembled which could lead Japan towards a new model which is more open and adaptive. These blocks include a reconfigured developmental state, and new forms of coordination with and within the corporate sector, at times encompassing civil society.Importantly, for a country that has favoured social stability over creative destruction, and has struggled with change, the path forward may require ''controlled dis-equilibrium'' of institutions rather than tight coherence. ''Society 5.0'' and the ''new form of capitalism'' claim to be people-centred; making them so will be the crucial challenge.

How did Japan fall from challenger to US hegemonic leadership in the high tech industries in the 1980s, to stumbling giant by the turn of the century? This work examines the challenges faced by Japanese companies through emulation by foreign competitors, and the emergence of new competitive models.

How did Japan fall from challenger to US hegemonic leadership in the high tech industries in the 1980s, to stumbling giant by the turn of the century? What is it doing about it? This book examines the challenges faced by Japan's high tech companies through successful emulation of some of their key practices by foreign competitors and the emergence of new competitive models linked to open innovation and modular production. High tech companies were slow to respond, relying at first on formulae which had worked in the past, but in a new environment, some of these traditional strengths had now become sources of weakness. Stability and success, moreover, had decreased their appetite for risk. Early in the new century, however, there were signs of a more concerted response, which opened up past practices to scrutiny, and modification through selective learning and adaptation of the new models. The 'MOT' (management of technology) movement provided a vehicle for this change. It was linked, in turn, to efforts to change the national innovation system, giving universities a more central role, and encouraging spin-offs and startups.The book features contributions from Japanese and Western scholars and practitioners who have distinctive insights into the nature of these challenges and responses, with substantial introductory and concluding chapters. The result is a highly accessible account of innovation, technology, and change management in the world's second largest economy.

Japanese corporate governance and managerial practice is at a critical juncture. At the start of the decade pressures mounted for Japan to move to a shareholder-value driven, 'Anglo-American' system of corporate governance. Subsequent changes, however, may be seen as an adjustment and renewal of the post-war model of the Japanese firm. In adapting to global corporate governance standards, Japanese managers have also been reshaping them according to their own agenda of reform and restructuring of decision-making processes.The board's role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Managers have adopted a variety of defences against hostile takeovers, including poison pills in some cases. Although shareholder influence is more extensive than it was, central aspects of the Japanese 'community firm' remain in place. The commitment to stable or 'lifetime' employment for a core of employees, although coming under severe pressure, is still an important point of reference for Japanese management.Corporate Governance and Managerial Reform in Japan is based on detailed and intensive field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread association of Anglo-American practices with the 'modernization' of corporate governance has been misplaced. This conclusion is unlikely to be altered - it may be reinforced - by reactions to the financial crisis.

Are entrepreneurs essentially the same everywhere? Are the processes of entrepreneurship similar? Or are they shaped by their environments? If so, how? We know a lot about national differences in management practices, corporate governance, and even innovation systems, but we know surprisingly little about national differences in entrepreneurship. Comparative Entrepreneurship compares processes of entrepreneurship in the UK and Japan, countries associated with liberal market economies and coordinated market economies respectively. Focusing on high tech manufacturing it identifies basic similarities and key differences. Similarities are found in approaches to opportunity and business creation, which are strikingly different from recent policy emphases in the UK and Japan, inspired by Silicon Valley (hence the entrepreneurs live in 'the shadow of Silicon Valley'). Differences - in the backgrounds of entrepreneurs, founding teams, attitudes to growth and risk, innovation, competitive advantages, HRM emphases, and inter-firm collaborations - are summed up by the concepts of 'project entrepreneurship' and 'lifework entrepreneurship.' These are closely related to the respective environments, especially the nature of markets in both countries. They also embody different time orientations, with implications for financing and governance. This study brings insights from entrepreneurship to comparative institutions and varieties of capitalism, and vice versa, and draws on two surveys and 25 case interviews in both the UK and Japan. It concludes with a discussion of dilemmas for entrepreneurship policy in the UK, Japan, and other countries.

After sweeping all before it in the 1980s, 'Japanese management' ran into trouble in the 1990s, especially in the high-tech industries, prompting many to declare it had outlived its usefulness. From the late 1990s leading companies embarked on wide-ranging reforms designed to restore their entrepreneurial vigour. For some, this spelled the end of Japanese management; for others, little had changed. From the perspective of the community firm, Inagami and Whittaker examine changes to employment practices, corporate governance and management priorities, in this 2005 book, drawing on a rich combination of survey data and an in-depth study of Hitachi, Japan's leading general electric company and enterprise group. They find change and continuity, the emergence of a 'reformed model', but not the demise of the community firm. The model addresses both economic vitality and social fairness, within limits. This book offers unique insights into changes in Japanese management, corporations and society.

After sweeping all before it in the 1980s, 'Japanese management' ran into trouble in the 1990s, especially in the high-tech industries, prompting many to declare it had outlived its usefulness. From the late 1990s leading companies embarked on wide-ranging reforms designed to restore their entrepreneurial vigour. For some, this spelled the end of Japanese management; for others, little had changed. From the perspective of the community firm, Inagami and Whittaker examine changes to employment practices, corporate governance and management priorities, in this 2005 book, drawing on a rich combination of survey data and an in-depth study of Hitachi, Japan's leading general electric company and enterprise group. They find change and continuity, the emergence of a 'reformed model', but not the demise of the community firm. The model addresses both economic vitality and social fairness, within limits. This book offers unique insights into changes in Japanese management, corporations and society.

The book describes Japan’s efforts since 2015 to exit the deflationary ‘lost decades’ and chart a new economic course through digital and green transformation, as well as ‘new/ sustainable capitalism.’Japan is attempting to revitalize and reorient its economy through digital and green transformation. At the same time it is seeking to make a more equitable and sustainable transition through ‘new/ sustainable capitalism.’ These twin efforts face strong headwinds, not least from a declining and ageing population, and social divisions from earlier neoliberal policies. There are also contradictions, which are highlighted by corporate governance and labour market reforms, as well as technology push and competitiveness versus social needs- oriented innovation. The chapters in this volume, by Japanese and non- Japanese experts, highlight the emerging path of change towards Society 5.0, the quest to combine green and growth, and continued obstacles for full participation of women. They especially highlight the need for Japan to invest in people again, matching ‘human- centred’ rhetoric with concrete policy commitments and implementation. Only then will Japan truly emerge from its ‘lost decades.’This book is relevant for students, researchers, and policymakers in the fields of economics, sustainable development, environmental studies, public policy, and social sciences.The chapters in this book were originally published as a special issue of Asia Pacific Business Review.

The book describes Japan’s efforts since 2015 to exit the deflationary ‘lost decades’ and chart a new economic course through digital and green transformation, as well as ‘new/ sustainable capitalism.’Japan is attempting to revitalize and reorient its economy through digital and green transformation. At the same time it is seeking to make a more equitable and sustainable transition through ‘new/ sustainable capitalism.’ These twin efforts face strong headwinds, not least from a declining and ageing population, and social divisions from earlier neoliberal policies. There are also contradictions, which are highlighted by corporate governance and labour market reforms, as well as technology push and competitiveness versus social needs- oriented innovation. The chapters in this volume, by Japanese and non- Japanese experts, highlight the emerging path of change towards Society 5.0, the quest to combine green and growth, and continued obstacles for full participation of women. They especially highlight the need for Japan to invest in people again, matching ‘human- centred’ rhetoric with concrete policy commitments and implementation. Only then will Japan truly emerge from its ‘lost decades.’This book is relevant for students, researchers, and policymakers in the fields of economics, sustainable development, environmental studies, public policy, and social sciences.The chapters in this book were originally published as a special issue of Asia Pacific Business Review.

The book describes Japan's efforts since 2015 to exit the deflationary 'lost decades' and chart a new economic course through digital and green transformation, as well as 'new/ sustainable capitalism.'Japan is attempting to revitalize and reorient its economy through digital and green transformation. At the same time it is seeking to make a more equitable and sustainable transition through 'new/ sustainable capitalism.' These twin efforts face strong headwinds, not least from a declining and ageing population, and social divisions from earlier neoliberal policies. There are also contradictions, which are highlighted by corporate governance and labour market reforms, as well as technology push and competitiveness versus social needs- oriented innovation. The chapters in this volume, by Japanese and non- Japanese experts, highlight the emerging path of change towards Society 5.0, the quest to combine green and growth, and continued obstacles for full participation of women. They especially highlight the need for Japan to invest in people again, matching 'human- centred' rhetoric with concrete policy commitments and implementation. Only then will Japan truly emerge from its 'lost decades.'This book is relevant for students, researchers, and policymakers in the fields of economics, sustainable development, environmental studies, public policy, and social sciences.The chapters in this book were originally published as a special issue of Asia Pacific Business Review.

The book describes Japan's efforts since 2015 to exit the deflationary 'lost decades' and chart a new economic course through digital and green transformation, as well as 'new/ sustainable capitalism.'Japan is attempting to revitalize and reorient its economy through digital and green transformation. At the same time it is seeking to make a more equitable and sustainable transition through 'new/ sustainable capitalism.' These twin efforts face strong headwinds, not least from a declining and ageing population, and social divisions from earlier neoliberal policies. There are also contradictions, which are highlighted by corporate governance and labour market reforms, as well as technology push and competitiveness versus social needs- oriented innovation. The chapters in this volume, by Japanese and non- Japanese experts, highlight the emerging path of change towards Society 5.0, the quest to combine green and growth, and continued obstacles for full participation of women. They especially highlight the need for Japan to invest in people again, matching 'human- centred' rhetoric with concrete policy commitments and implementation. Only then will Japan truly emerge from its 'lost decades.'This book is relevant for students, researchers, and policymakers in the fields of economics, sustainable development, environmental studies, public policy, and social sciences.The chapters in this book were originally published as a special issue of Asia Pacific Business Review.

Ronald Dore's enquiring mind, rigorous reasoning and comparative methodology have greatly enhanced our understanding of Japan. His insights from Japan have been deployed to generate fresh perspectives on Britain and other industrialized and developing countries. This careful selection of writings reflects his underlying concern with what light the study of Japan sheds on theoretical generalizations about how societies evolve and how economies work. Social Evolution, Economic Development and Culture brings together Ronald Dore's key writings for the first time, making his work accessible across a wide range of social science disciplines. It produces a distinctive perspective with four interlinking themes - technology-driven social evolution, late development, culture and polemics. These are highly topical in the current context of rapid technological innovation and socio-economic change, globalization and accompanying policy choices.The book provides a rich empirical and conceptual source for those interested in technology, socio-economic evolution and culture, and the ways in which they interact. Researchers, teachers and students in the fields of evolutionary economics, economic development, comparative education, institutional economics, political economy and economic and classical sociology (as well as Japanese studies) will find this volume invaluable reading.

Ronald Dore's enquiring mind, rigorous reasoning and comparative methodology have greatly enhanced our understanding of Japan. His insights from Japan have been deployed to generate fresh perspectives on Britain and other industrialized and developing countries. This careful selection of writings reflects his underlying concern with what light the study of Japan sheds on theoretical generalizations about how societies evolve and how economies work. Social Evolution, Economic Development and Culture brings together Ronald Dore's key writings for the first time, making his work accessible across a wide range of social science disciplines. It produces a distinctive perspective with four interlinking themes - technology-driven social evolution, late development, culture and polemics. These are highly topical in the current context of rapid technological innovation and socio-economic change, globalization and accompanying policy choices.The book provides a rich empirical and conceptual source for those interested in technology, socio-economic evolution and culture, and the ways in which they interact. Researchers, teachers and students in the fields of evolutionary economics, economic development, comparative education, institutional economics, political economy and economic and classical sociology (as well as Japanese studies) will find this volume invaluable reading.