Japanese companies encourage a one‐to‐one apprenticeship style training, in which social activities form an integral part, loyalty being slowly nurtured through the junior manager's relationship with his immediate supervisor. Examples of staff development within automobile, steel and food...

Many Japanese companies still retain seniority‐oriented promotion as the basis of their personnel management. One of its most significant characteristics is that rank and age co‐vary — the older the employee, the higher he is expected to be promoted in the company. Up to the age of 35 the...

Key concepts influencing Japanese business practices are examined. These include amae, hitonami, haji , and ringi . The major cross‐cultural training and development issues are discussed and problem areas highlighted where there can be vast differences in the approach of a Japanese manager...

This study examines fashion consciousness among Chinese, Japanese and US teenagers. The purpose of the study was to examine similarities and differences in attitudes toward fashion across these three markets. The results show that significant differences in fashion consciousness exist between...