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Culture as an explanatory variable for the Japanese innovative processes

Herbig, Paul; Jacobs, Lawrence - In: Cross Cultural Management: An International Journal 5 (1998) 3, pp. 5-30

Explores the influence of Japan’s culture on its innovative strengths and weaknesses. Indicates that Japan is good at …

Persistent link: https://www.econbiz.de/10014692736

Stress among nurses: a multi‐nation test of the demand‐control‐support model

Baba, Vishwanath V.; Tourigny, Louise; Wang, Xiaoyun; … - In: Cross Cultural Management: An International Journal 20 (2013) 3, pp. 301-320

stress among nurses in China, Japan, Argentina, and the Caribbean using the Job demand‐control (JDC) and the Job demand … has been corroborated in China, Japan, Argentina, and the Caribbean. Based on their findings and what is available in the …

Persistent link: https://www.econbiz.de/10014692800

Introduction

Taniguchi, Mami - In: Career Development International 11 (2006) 3, pp. 189-192

world of elements which have been sustained or changed to contribute to the emergence of a new management model in Japan …

Persistent link: https://www.econbiz.de/10014693431

Effects of wage and promotion incentives on the motivation levels of Japanese employees

Takahashi, Kiyoshi - In: Career Development International 11 (2006) 3, pp. 193-203

Purpose – This study aims to focus on the incentive effects in Japanese organizations where job security is valued. In particular, the study seeks to investigate the relative strengths of the effects of wage and promotion incentives on employees' motivation. Design/methodology/approach – A...

Persistent link: https://www.econbiz.de/10014693432

Preferences for working hours over life course among Japanese manufacturing workers

Fujimoto, Tetsushi - In: Career Development International 11 (2006) 3, pp. 204-215

generalizing the results to a broader range of industries in Japan. Originality/value – This study addresses a simple but important … scrutiny to understanding whether a career perspective over life course is changing in today's Japan. …

Persistent link: https://www.econbiz.de/10014693433

Succeeding where others fail to try

Taniguchi, Mami - In: Career Development International 11 (2006) 3, pp. 216-229

Purpose – This paper aims to explain how female promotion can help to improve organizational performance in the Japanese environment. Design/methodology/approach – It is based on a case study of Aeon, a major Japanese retailer, which dramatically increased its percentage of female store...

Persistent link: https://www.econbiz.de/10014693434

Boundaryless career and adaptive HR practices in Japan's hotel industry

Yamashita, Masaru; Uenoyama, Tatsuya - In: Career Development International 11 (2006) 3, pp. 230-242

boundary fades out. Research limitations/implications – This paper researched Japan's hotel industry by in‐depth interviews and …

Persistent link: https://www.econbiz.de/10014693435

The relationship between employees' inter‐organizational career orientation and their career strategies

Yamamoto, Hiroshi - In: Career Development International 11 (2006) 3, pp. 243-264

Purpose – The present study has two purposes. One is to investigate the relationship between an Inter‐Organizational Career Orientation (IOCO) of employees and their career strategies. The second is to investigate the effects of the career attitudes that an IOCO has on employee career...

Persistent link: https://www.econbiz.de/10014693436

Career “mist,” “hope,” and “drift”: conceptual framework for understanding career development in Japan

Kato, Ichiro; Suzuki, Ryuta - In: Career Development International 11 (2006) 3, pp. 265-276

development in Japan. The framework consists of three concepts, namely, career “drift,” “mist,” and “hope”. Design … introduces original concepts and a framework derived from qualitative studies in Japan. By looking into different cultural …

Persistent link: https://www.econbiz.de/10014693437

Rediscovering Japan: some thoughts on change and continuity in traditional Japanese careers

Van Maanen, John - In: Career Development International 11 (2006) 4, pp. 280-292

in Japan. Findings – Continuity is seen as being more prominent in Japan than change because the so‐called employee …

Persistent link: https://www.econbiz.de/10014693438