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.