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The Embedded Corporation: Corporate Governance and Employment Relations in Japan and the United States

Опубликовано на портале: 12-11-2007
Изд-во: Princeton University Press, 2007, 236 с.
Is there one best way to run the modern business corporation? What is the appropriate balance between shareholders, executives, and employees? These questions are being vigorously debated as layoffs, scandals, and restructurings rattle companies around the world. The common assumption is that globalization is merging the varieties of corporate capitalism. Yet, as this book shows, corporations in Japan and the United States are responding differently to the pressures unleashed by globalization. In The Embedded Corporation, Sanford Jacoby traces this diversity to national differences in economic history and social norms, and, paradoxically, to global competition itself. The book's vantage point for exploring the varieties of capitalism is the human resource departments of large corporations, where changes in markets and technology turn into corporate labor policies affecting millions of workers. Despite some cross-fertilization, Japanese and American corporations maintain distinctive approaches to human resource management, which has important consequences for how firms compete, for corporate governance, and even for the level of inequality in Japan and the United States. The Embedded Corporation is a major contribution to our understanding of comparative management and the relationship between business, society, and the global economy. Sanford M. Jacoby is the Howard Noble Professor of Management, Public Policy, and History at the University of California, Los Angeles.

Preface to the Paperback Edition
Preface

Chapter 1. Management and the Varieties of Capitalism
Chapter 2. Human Resources Departments in Large Japanese Firms: The Way It Was
Chapter 3. Inside Japanese Companies Today
Chapter 4. The Evolution of Human Resource Management in the United States
Chapter 5. Inside U.S. Companies Today
Chapter 6. Comparative Survey Data
Chapter 7. Taking Stock and Looking Ahead

Acknowledgments
Notes
Index