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 | | Japan Remodeled: How Government and Industry Are Reforming Japanese Capitalism (Cornell Studies in Political Economy) by Steven Kent Vogel ISBN-10: 9780801473715 ISBN-10: 0-8014-7371-3 ISBN-13: 9780801473715 ISBN-13: 978-0-8014-7371-5 Paperback 2006-11-09 Cornell University Press Find Lowest Price |
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Product Description As the Japanese economy languished in the 1990s Japanese government officials, business executives, and opinion leaders concluded that their economic model had gone terribly wrong. They questioned the very institutions that had been credited with Japan's past success: a powerful bureaucracy guiding the economy, close government-industry ties, "lifetime" employment, the main bank system, and dense interfirm networks. Many of these leaders turned to the U.S. model for lessons, urging the government to liberate the economy and companies to sever long-term ties with workers, banks, suppliers, and other firms. Despite popular perceptions to the contrary, Japanese government and industry have in fact enacted substantial reforms. Yet Japan never emulated the American model. As government officials and industry leaders scrutinized their options, they selected reforms to modify or reinforce preexisting institutions rather than to abandon them. In Japan Remodeled, Steven Vogel explains the nature and extent of these reforms and why they were enacted. Vogel demonstrates how government and industry have devised innovative solutions. The cumulative result of many small adjustments is, he argues, an emerging Japan that has a substantially redesigned economic model characterized by more selectivity in business partnerships, more differentiation across sectors and companies, and more openness to foreign players. | ||
Reviews | ||
quick and good! this book is one of my required textbook, I ordered from Amazon, quick action and very good service! | ||
Japan Is Changing, But In Distinctly Japanese Ways Twenty years ago, Japanese management wall all the rage. Then came a long, protracted slump and attention turned elsewhere. Japan fell into oblivion. But while nobody took notice, an interesting thing happened. The Japanese model implemented its own transformation. It was remodeled into something new, but still distinctly Japanese. How this transformation occurred and what kind of new model came into being form the story of this book. The Japanese traditional system differs from the liberal market model in important ways. It emphasizes the benefits of long-term relationships in labor, banking, and supplier relations. You have an active external labor market on the one hand, a lifetime employment system and a dual economy on the other. A market for corporate control dominated by shareholders' rights versus a main bank system and stakeholders governance. Free market entry and exit versus supplier networks. No model is intrinsically better, although the liberal model may be better adapted to a fast-changing economy at the technology frontier or to sectors where radical innovations occur, whereas the Japanese model has an institutional advantage in a catching-up phase or in sectors that rely on incremental improvements in production processes, such as automobiles and consumer electronics. Contrary to what some expected, the Japanese model did not converge toward the U.S. one. Nor did it become an hybrid, although elements of flexibility were introduced at various levels. In fact, Vogel shows that liberal market reforms have very few natural advocates in Japan: even groups with the greatest apparent stake in liberalization, such as large manufacturing exporters or consumer associations, are reluctant to embrace reforms that might affect social stability or undermine relations with workers, financial institutions, other business partners, and the government. The Koizumi administration nevertheless succeeded in introducing important reforms, but with a distinctive policy pattern. Japanese authorities proceed with reforms slowly and cautiously; they package delicate compromises, including substantial compensation for those who might be disadvantaged by the reforms; they design reforms to preserve the core institutions of the model as much as possible; and they seek new ways to build on the strengths of existing institutions. The remodeled Japan differs from the earlier version in at least three important ways. It is more selective: In the face of hard times, companies have become more discriminating in their Partnerships. They have reevaluated their long-term relationships with workers, banks, and other firms, and they have loosened some and tightened others. They have shifted from a reflexive acceptance of these partnerships to a more rational assessment of their costs and benefits. It is more differentiated: Companies have become more variable in their practices. There never was a uniform Japanese model that applied equally to all sectors and all companies, but the model has fragmented further. And it is more open: Japanese corporations have more foreign owners, managers, and business partners than ever before, and these foreign actors bring with them different practices and norms. Apart from telling a compelling story, this book also distinguishes itself by its extensive use of the comparative case method. It compares patterns of institutional change across countries (Japan versus the United States and Germany), across policy issues (labor market reform versus financial reform, for example), across industrial sectors (automobiles versus retail), across companies (Toyota versus Nissan, etc.) and across time (Seiyu before and after allying with Wal-Mart). This variation across issue areas allows the author to test several hypotheses about the impact of reforms, with sometimes surprising results. The author's scholarship also spans across disciplines, and the result is a fine example of how political science can blend with business studies and institutional economics. | ||