Izumi Mitsui – författare

In this book, the functions and dynamics of enterprises are explained with the use of anthropological methods. The chapters are based on anthropological research that has continued mainly as an inter-university research project, which is named Keiei Jinruigaku, of the National Museum of Ethnology (Japan) since 1993. These studies have a twofold aim: to clarify that enterprises are not only actors in economic activity but also actors that create culture and civilization; and to find the raison d'être of enterprises in a global society. Business anthropology is an approach to the investigation of various phenomena in enterprises and management using anthropological methodology (e.g., participant observations and interviews). Historically, its origin goes back to the 1920s–30s. In the Hawthorne experiments, the research group organized by Elton Mayo recruited an anthropologist, Lloyd W. Warner, and conducted research on human relations in the workplace by observation of participants. Since then, similar studies have been carried out in the United States and the United Kingdom. In Japan, however, such research is quite rare. Now, in addition to anthropological methods, the authors have employed multidisciplinary methods drawn from management, economics, and sociology. The research contained here can be characterized in these ways: (1) Research methods adopt interpretative approaches such as hermeneutic and/or narrative approaches rather than causal and functional explanations such as “cause–consequence” relationships. (2) Multidisciplinary approaches including qualitative research techniques are employed to investigate the total entity of enterprises, with their own cosmology. In this book, the totality of activities by enterprises are shown, including the relationship between religion and enterprise, corporate funerals, corporate museums, and the sacred space and/or mythology of enterprises. Part I provides introductions to Keiei Jinruigaku and Part II explains the theoretical characteristics of Keiei Jinruigaku. In addition, research topics and cases of Keiei Jinruigaku are presented in Part III.

The research contained here can be characterized in these ways: (1) Research methods adopt interpretative approaches such as hermeneutic and/or narrative approaches rather than causal and functional explanations such as “cause–consequence” relationships.

This book expands anthropological studies of business enterprise to include comparative and interdisciplinary perspectives.

This book discusses management philosophy based on case studies in companies in Japan, Korea and China.

This book discusses management philosophy based on case studies in companies in Japan, Korea and China.

The hypothesis presented here is that in the postwar period of rapid growth, the JSM was a hybrid set of management theories and techniques greatly influenced by American ideas about management.This book concentrates on the impact of American management theories and ideas on the JSM.

This book focuses on the establishment process of the Japanese style of management (JSM). Traditionally, it has been widely believed that the JSM is native to Japan and consists of three pillars: lifetime employment, a seniority-based wage system, and company unions. This book opposes these traditional views on the JSM and argues that it has been shaped by the influence of management theories and ideas of other countries. The JSM has not only adopted the ideas and concepts of other countries, but also has refined, translated, and customized them to make such ideas and concepts acceptable in Japan. The hypothesis presented here is that in the postwar period of rapid growth, the JSM was a hybrid set of management theories and techniques greatly influenced by American ideas about management.This book concentrates on the impact of American management theories and ideas on the JSM. Taking the historical point of view, it clarifies that impact not only for academics but also for business people. The hypothesis propounded here is that some of those theories and ideas have been accepted whereas some of them have been rejected and eventually made irrelevant. The following issues are discussed: scientific management, the human relations school, Barnard’s organizational theory, Drucker’s management thoughts, strategic management, human resource management, and corporate culture.

Here, the focus is especially on the main concept of her dynamic social process Follett’s ideas to approach such problems.

The purpose of this book is to clarify the mission and history of Kobe University Business School (KUBS), not only for the development of management education but also for the familiarization of industry in Japan with the ideas of modern management. Kobe University was the first in Japan to establish a faculty of business administration and has continued to conduct research and education in the field to this day. Under the influence of Germany and the USA, the academic area of management in Japan has achieved unique development not witnessed in other countries. Since 1902, when its predecessor, Kobe Higher Commercial School, was established, KUBS has been a pioneer of research and education in management studies in Japan by overcoming many obstacles and difficulties.Even now in the age of globalization, the spirit of innovation and liberal academic style, from the time of its establishment, are inherent in KUBS, and the faculty members have made great efforts to beinnovative in management studies. This book aims to explore the mission and history of KUBS and to elucidate the development process of Japanese-style management research and education by introducing the diverse areas of management studies and the profiles of researchers.