Michigan Papers in Japanese Studies – serie

Nara is located in the center of what is known today as the Kinai region of Japan. The ancient name for the region was the Go-Kinai ("five-within the royal domain"), referring to the five provinces of which it was composed: Settsu, Kawachi, Izumi, Yamato and Yamashiro. The name Yamato, presented above variously as a provincial unit (corresponding to the present-day Nara Prefecture), or geographical unit (the Nara Basin only), is also sometimes expanded and applied on a regional scale to mean the Kinai region. This is particularly true in scholarship dealing with the fifth and sixth centuries when Yamato was in ascendance. Therefore, the Nara Basin and its archeology are the keys to unlocking the mysteries of the emergence of Japanese civilization and the early state in Japan. These mysteries are entailed in the earliest recorded history of Japan--references to Japanese island "countries" and "queens" in the Chinese dynastic histories of the third to fifth centuries A.D., and references to "kings" and "emperors" in two late fifth- to early sixth-century sword inscriptions and in the extant chronicles of Japan compiled in the early eighth century.

Those who do not read Japanese seldom have access to analytic studies of the fascinating and surprisingly diverse world of contemporary Japanese political leadership. This volume constitutes a step toward bringing to the English reader some sense of the norms, beliefs, styles, and modes of exercising power of Japanese political leaders and the organizational and political contexts which are changing leadership role expectations. The second volume in this series concentrates more explicitly on leadership recruitment, although the subject is also addressed here. All of the essays in this volume highlight specific politicians, while attempting to develop analytic categories to understand the broader significance of these types of leaders. Included are the following: a Liberal Democratic Party prime minister and faction leader (Fukuda Takeo) who rose "almost effortlessly" to the pinnacle of power on the basis of an elitist educational and bureaucratic career background and another (Tanaka Kakuei) who took advantage of the chaotic wartime and immediate postwar period to overcome the limitations of his commoner background by developing an entrepreneurial style that makes him even today "the most powerful in Japan"; a younger conservative leader (Kono Yohei) who, with certain others of his generation, found life within the restrictive but predictable career paths of ruling Liberal Democrats less attractive than the risky option of forming his own New Liberal Club; an unconventional Socialist chairman (Asukata Ichio) who bucks the pull toward coalition making among the opposition parties in favor of his belief that this major but perpetual opposition party must first reconstruct itself and structure a new popular consensus that can legitimize a coalitional alternative to the Liberal Democrats; parliamentary leaders (like lower-house speaker Maeo Shigesaburo, directors of the House Management Committee, and heads of the Diet policy committees of the various parties) who are projected into increasingly influential roles by changing electoral trends and popular expectations; an innovative and dynamic mayor (Suzuki Heizaburo) who, taking advantage of the considerable authority afforded by Japan's "presidential" system of local chief executives, pursues his own priorities, mobilizing the requisite support despite the lack of national guidance and the oppositions of former backers; and the "power behind the throne" (Matsunaga Yasuzaemon and Komori Takeshi) whose visions move prime ministers and governors as well as their own followers in powerful public and private bureaucracies. [intro]

As the University of Michigan Center for Japanese Studies reflected on the deteriorating position of the domestic auto industry in the fall of 1980, and the strong competitive threat being posed by the Japanese automakers, we were struck by the extraordinary low quality of the public discussion of these critical issues. The national importance of the issues seemed only matched by the superficiality of the analyses being offered. The tendency to think in terms of scapegoats was particularly evident. The Japanese as the basic cause of our problems has been a particularly notable theme. To be sure, cooperation with the Japanese in formulating a rational overall trade policy may be an important part of the solution. It has also been fashionable to blame it all on American auto industry management for not concentrating on the production of small cars when "everyone knew" that was the thing to do. Alternatively, government meddling was blamed for all our problems. Clearly, the complex problem we faced required more penetrating analyses. It seemed therefore, that the time was ripe for a public seminar which moved beyond the rhetoric of the moment and probed some of the deeper causes of our problems and possible directions for future policy. In holding the January 1981 auto conference, the Center took it as their task to begin addressing the critical issues facing the industry, with particular, but not exclusive, attention to examining the role of the Japanese auto industry. They had in mind not to simply conduct a rational discussion of the trade issue but to probe the sources of Japanese competitive strength, especially those features whose study might profit them. In these proceedings, they bring those discussions to a wider audience. Question and answer sessions at the conference were necessarily short and a few speakers delivered abbreviated remarks; this volume restores a number of omissions, and provides additional answers to some pertinent questions put by the audience. The Center hopes to encourage the serious problem-solving these complex issues demand. Far too much time has been spent trying to fix the blame. [intro]

The aim of this book is to show that seemingly illogical double identity of the townsman, Sukeroku, and the samurai, Soga Goro, in the play Sukeroku is a surviving element of what was once a complex and coherent structure based on a traditional performance calendar. To show how the calendar function and what Sukeroku's double identity signifies, the book is divided into two parts. Part One studies the structure of Edo kabuki. The first chapter, which outlines that structure, is based for the most part on writings of the Tokugawa period. The second chapter then looks at the concepts of sekai, "tradition," and shuko, "innovation." Kabuki was the product of material that had become a familiar part of Japanese culture by repeated use and dramatization over long periods of time, starting before kabuki began, and material that was relatively new and was used to transform the older, set material. The double identity in Sukeroku came about as a result of this interplay between what was received by way of traditional and what was added by way of innovation. Part Two considers the significance of the double identity. The author concludes that Sukeroku's double identity gave Edo audiences a hero who was an idealization of the contemporary Tokugawa townsman and at the same time a transformation of a samurai god-hero of the past. The first chapter of Part Two traces the development of Sukeroku's Soga Goro/samurai identity, from its origins in the early dramatic forms of no, kowaka, and ko-joruri, to the representation of Soga Goro in kabuki by Ichikawa Danjuro I. The seconds then looks at the transformation of Soga Gorointo Sukeroku by discussing the origins of Sukeroku and its introductions to Edo kabuki by Ichikawa Danjuro I and his son, Danjuro II, since their work was the basis of all later developments.

The mood of the first U of M U.S.-Japan Auto conference in January 1981 could only be described as electric. People wanted to know what our problems were and how we could begin to solve them. Inherent in the latter issue was the questions, what could we learn from the Japanese? One left the conference with a sense that there was a call for action, a mandate to address the problems facing industry. The mood, about a year later, at the March 1982 U.S.-Japan Auto Conference was far more subdued. While undoubtedly this reflected the stream of statistics confirming the continually depressed state of the industry, another dynamic was possibly operating as well. Whereas the 1981 conference was "electric," a state of mind which flowed from a certain frustration at seemingly overwhelming difficulties and often vague expectations of what we might learn from the Japanese, the 1982 conference was more "workmanlike" in the sense that speakers discussed specifically what progress was being made in addressing problems. This more subdued, pragmatic approach continued throughout wand was reinforced by workshops held the day after the main conference. Instead of discussing the virtues of the Just-In-Time system in Japan, speakers addressed the practical problems of introducing such a system in the U.S. firms. Instead of railing about the benefits or failings of regulation of the industry, they discussed what we could reasonably expect from regulation. Instead of exhorting the industry to adopt Japanese practices willy-nilly, they focused on some of the limitations of the Japanese model in a range of different areas. Instead of trying to identify some magic key to Japanese success in the automotive industry, they discussed the interrelationships among various factors. At the same, they continued to explore the basic issues transforming the auto industry worldwide. In this connection, they sought to unravel some of the complexities associated with the internalization of the auto industry and trade obligations under the GATT.

At the time of the U.S.-Japan auto conferences in March 1983, the hoped-for economic recovery as manifested in auto sales had revealed itself quite modestly. Three months later, the indicators were more robust and certainly long overdue for those whose livelihood depends on the health of the industry--some of whom are university professors. With Japanese import restrictions in place until March 1984 and drastically reduced break-even points for domestic manufactures, rising consumer demand holds great promise for the industry. The rapidly rising stock prices of the auto-makers captures well the sense of heightened optimism, as do the various forecasts for improved profits. While the news is certainly welcome, it nevertheless should be greeted with caution. As Mr. Perkins noted at the conference, "we have a tendency to forget things very quickly. If we have a boom market this year, there is a good chance that a lot of things we learned will be forgotten." To put the matter differently and more bluntly, with growing prosperity there is the risk that management will fall back into old habits, making impossible the achievement of sustained quality and productivity improvement. Similarly, the commitment to develop cooperative relations with workers and suppliers will weaken. The union will be under membership pressure to retrieve concessions rather than to take the longer-term view. This longer-term view recognizes that "up-front increases" and adherence to existing work rules increasingly come at the sacrifice of future job security. Government policymakers will turn their attention away from the industry. This may not mean a great deal given how weakly focused their attentions has been during the last three years and how mixed and contradictory government auto policies have been for over a decade.

This study is a result of three continuous years of fieldwork in a hamlet in rural Japan. The data presented and analyzed here consist of records from participant observation, formal and informal interviews, casual conversation and formal questionnaires, and public and private documents. The subject of this research is group decision making, and the results of this process are, after all, a matter of public record. The major conclusions of this study are outlined in their simplest and most straightforward form. A hamlet is fundamentally a nexus for the organization of productive exchange among member households, the form of exchange through which two or more parties actively combine their resources to produce something of value not available, or as cheaply available, to any of them separately. Defection from productive exchange agreements by hamlet members is reduced by making access to future valuable transactions and corporate property contingent upon the integrity of each current exchange transaction. This method of combining a common interest in production with contingent access to productive resources is termed mutual investment and is the major source of consensus in hamlet decision making. When only cooperate resources are at issue, decisions regularly result in unanimity. When a course of action can be implemented only if hamlet members relinquish control over individually held resources, a division will emerge among the membership. Whether or not a formal vote is taken, the distribution of differing opinion will be known through more informal means of communication. In all cases of division, by the time the course of action to be implemented is formally announced, the minority in opposition will be extremely small. The question then must be resolved whether those in the minority will participate in the implementation or resign as hamlet members. This book is written with two rather disparate audiences in mind: readers interested primarily in exchange and decision-making phenomenon, on the one hand, and readers interested primarily in the unity of experience represented by the Japanese sensibility, on the other.

Until a recent “boom,” Shimao Toshio, writer of short fiction, critic, and essayist, was not widely known, even in Japan. He has never won the Akutagawa or the Naoki Prize, and none of his works had previously appeared in English translation. He is less well known than other writers (Yasuoka Shotaro, Kojima Nobuo, and Shono Junzo) with whom he has associated and whose works have been liberally translated into English. Yet, there are those who consider him to be one of the best contemporary writers in Japan. This volume by no means exhausts the scope of Shimao's fiction. There are no stories here, for instance, about childhood or student life, and none of his many travel stories. Some of his most famous stories-- "When we Never Left Port," for example--have not been included. But the stories presented here do offer a considerable variety of style, from the pristine storybook language of "The Farthest Edge of the Islands," to the young intellectual's jargon of "Everyday Life in a Dream," to the visionary, hysterical, occasionally ritualistic prose of the "sick wife" stories, to the sober, difficult, almost ponderous narration of "This Time That Summer." Shimao's approach to his material varies as well. "Everyday Life in a Dream" is the only representative here of a large number of stories usually called surrealistic by the critics, stories whose plots progress by the logic of dreams. The individual experience of real life are lived through a combination of conscious and unconscious perception. These stories are the least approachable and the least charming to the casual reader, but they serve, among other things, to highlight patterns in the more realistic fiction. "The Farthest Edge of the Islands" is a symbolic heightening of reality in another way, a romantic fairy tale beginning at the extremity of experience, at the farthest edge of the world. The other stories are presented as precise, close chronicles of reality by a participant in that reality whose attention never waivers and who never allows himself to avert his eyes from a world that he sees as his responsibility and in a sense his fault. All but the first story, "The Farthest Edge of the Islands," which is in third-person narration, are told in the first person by the character who plays Shimao's role in the life that inspired the fiction.

Amid the gloom, indeed the despair, that prevailed among auto industry spokesmen during early 1981, the University of Michigan held the first U.S.-Japan Auto Conference. With all the uncertainty that accompanies a march into new territory, the conference very much resembled a call to arms as industry, union, and government officials sought to comprehend and respond to the Japanese challenge. In the subsequent two conferences in 1982 and 1983, the concerned parties displayed an impressive willingness to roll up their sleeves and get on with creating the conditions for a renewal of the industry. Yet success seemed to elude their efforts, and frustrations mounted as the national recession lengthened and deepened. It was not until the March 1984 conference that definite change in tone became apparent. By this time, it was clear that the industry was beginning to reap the fruits of its efforts. As Paul McCracken notes in his remarks, the market for new cars was manifesting its traditional high-geared response to improved business conditions, and the voluntary trade restraints were contributing to the ability of the industry to take advantage of this renewed prosperity. In addition, those who know the industry well knew that the major improvements in quality and productivity had been made, and many of the changes responsible for these improvements seem unlikely to be reversed. All this was much on the minds of speakers and participants during the March conference. The various speakers presented an image of people who thought that they were pretty much on the way toward addressing successfully their internal problems of productivity, quality, and marketing. All that remained was to dispose of the external factors that prevented the, from competing on that well-known if elusive "level playing field." [ix]

Quality Control Circles (QCCs) are small groups of workers from the same workshop, which meet, often on their own time, to discuss ways to improve the quality of their work. They are supported by management; the circles and the support structure together are called Quality Control Circle (QCC) activity. The phenomenon is widespread in Japan: as of December 1987, 264,899 circles had been registered with more than two million members. QCC activities have spread to more than fifty countries worldwide and can be considered the most famous Japanese organizational innovation to date. The Japanese QCC, in its contribution to business application and theory, may rival the discovery of the informal organization of Hawthorne Studies frame. The Japanese QCC movement has achieved quite impressive results, which are well described in the Japanese-language literature. Of concern, however, is what sustains and causes the phenomenon. The existing literature is quite thin on these mechanisms and forces. Our aim in this research is to develop a systematic model of the organizational nature and management of Japanese QCC activities. Quality engineering and group dynamics are not part of this study; the focus is on the supporting arrangements, not on what happens within a circle. [1]