Abstract
Five aspects of Japanese organisational practice are commonly cited as factors in the Japanese ‘economic miracle’. While these are often used to illustrate the human‐centred philosophy of Japanese management, closer scrutiny reveals that these ‘ideal’ working practices are rooted in various culturally‐dependent, coercive techniques which may be unsuitable for Britain.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.