LEADER 04505nam 22005295 450 001 9910299649003321 005 20200701173718.0 010 $a981-10-8851-9 024 7 $a10.1007/978-981-10-8851-3 035 $a(CKB)4100000004244326 035 $a(DE-He213)978-981-10-8851-3 035 $a(MiAaPQ)EBC5387267 035 $a(EXLCZ)994100000004244326 100 $a20180509d2018 u| 0 101 0 $aeng 135 $aurnn|008mamaa 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 14$aThe new Japanese Firm as a Hybrid Organization /$fby Mitsuharu Miyamoto 205 $a1st ed. 2018. 210 1$aSingapore :$cSpringer Singapore :$cImprint: Springer,$d2018. 215 $a1 online resource (XIV, 147 p. 26 illus., 18 illus. in color.) 225 1 $aEvolutionary Economics and Social Complexity Science,$x2198-4204 ;$v16 311 $a981-10-8850-0 320 $aIncludes bibliographical references. 327 $aChaper 1. Change and continuity in Japanese corporate governance -- Change 2. Reform of the work organization: performance-related pay and employment system -- Chapter 3. Diversification of Japanese firms: how did a hybrid organization emerge from corporate governance reform? -- Chapter 4. How do Japanese employees react to performance-related pay: the working of hybrid organizations. - Chapter 5. How are Japanese employees reacting to changing corporate governance? -- Chapter 6. Conclusions. . 330 $aThis book examines corporate reform in Japan by focusing on corporate governance and the employment system. Contrary to a prevailing assertion of radical change, it is revealed that actual change is gradual, and a new type of Japanese firm is generated by reform with gradual change. Throughout the book, Japanese firms are seen to be evolving through gradual institutional change. Chapter 1 discusses how Japanese corporate governance changed incrementally and cumulatively to rebuild management and restore corporate performance. Chapter 2 focuses on reform in work organization and discusses how performance-related pay was introduced in tandem with corporate governance reform. It is shown that the practice of long-term employment has been maintained despite the prolonged depression and mounting pressure to shift to shareholder-oriented corporate governance. Chapter 3 investigates how Japanese firms are diversified into four types, based on whether performance-related pay is introduced and whether long-term employment is maintained. The author demonstrates that major Japanese firms reconstruct their organization as hybrid structures based on a combination of long-term employment and performance-related pay. Chapter 4 investigates how performance-related pay actually operates. It is analyzed by distinguishing the three main objectives to be attained by performance pay: succeeding in individual performance, contributing to overall organization performance, and meeting the challenge of new tasks. Finally, Chapter 5 investigates how employees react to changes in corporate governance. Using survey data, the book shows that Japanese employees approve of increasing shareholder value, regarding it as corporate value. They not only approve the monitoring of management by shareholders, but also demand a part in the monitoring. Employees seek to be engaged in corporate governance?a true challenge for a Japanese corporation. 410 0$aEvolutionary Economics and Social Complexity Science,$x2198-4204 ;$v16 606 $aEvolutionary economics 606 $aCorporate governance 606 $aPersonnel management 606 $aInstitutional/Evolutionary Economics$3https://scigraph.springernature.com/ontologies/product-market-codes/W53010 606 $aCorporate Governance$3https://scigraph.springernature.com/ontologies/product-market-codes/511020 606 $aHuman Resource Management$3https://scigraph.springernature.com/ontologies/product-market-codes/517000 615 0$aEvolutionary economics. 615 0$aCorporate governance. 615 0$aPersonnel management. 615 14$aInstitutional/Evolutionary Economics. 615 24$aCorporate Governance. 615 24$aHuman Resource Management. 676 $a658.00952 700 $aMiyamoto$b Mitsuharu$4aut$4http://id.loc.gov/vocabulary/relators/aut$01065602 906 $aBOOK 912 $a9910299649003321 996 $aThe new Japanese Firm as a Hybrid Organization$92546854 997 $aUNINA