Social Science Japan Journal Advance Access originally published online on February 3, 2005
Social Science Japan Journal 2005 8(1):43-67; doi:10.1093/ssjj/jyi012
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Social Science Japan Journal 8:43-67 (2005)
© 2005 Oxford University Press
General paper |
Corporate Organization in Japan and the United States: Is There Evidence of Convergence?
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Sanford M. Jacoby is the Howard Noble Professor of Management, History, and Public Affairs at UCLA. He studies comparative political economy, labor markets and management history. His most recent book is The Embedded Corporation: Corporate Governance and Employment Relations in Japan and the United States (Princeton University Press, 2004). You may contact him at sjacoby{at}anderson.ucla.edu
Emily M. Nason is a Ph.D. candidate in Management at the UCLA Anderson School of Management. Her research interests are the role of intuition and ambiguity in fairness judgments, negotiation behaviors and cross-cultural studies of human resource and knowledge management. She can be contacted by e-mail at emily.nason{at}anderson.ucla.edu
Saguchi Kazur is a Professor in the Graduate School of Economics at the University of Tokyo, specializing in employment relations. He is the co-editor, with Hashimoto Sh
ichi, of Jinji Rmu Kanri no Rekishi Bunseki (The History of Human Resource Management in Japan, Minerva Shob, 2003). His current research focuses on the relationship between employment systems and welfare systems in Japan. He can be contacted by e-mail at saguchi{at}e.u-tokyo.ac.jp
We investigate the changing structure of Japanese and US companies and ask whether there are signs of national convergence in corporate organization. We present three types of evidence to address this question: longitudinal data, cross-sectional survey data and structural equation models (SEM). The models are ideal types of Japanese and US companies and relate human-resource strategy and corporate governance to organizational outcomes such as employment practices and the role of the executive human resources (HR) function. We find mixed evidence of convergence. The longitudinal data show some Japanese companies becoming more like those in the US, and the SEM results show a Japanese-style model emerging in some US companies. However, there is also evidence of continuing differences in corporate governance, employment and executive-decision-making in Japan and the US.
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