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Why does Japan, with its efficiency-oriented technocracy, periodically adopt welfare-oriented, economically inefficient domestic policies? In answering this question Kent Calder shows that Japanese policymakers respond to threats to the ruling party's preeminence by extending income compensation, entitlements, and subsidies, with market-oriented retrenchment coming as crisis subsides. "Quite simply the most ambitious and strongly argued interpretation of a key dimension of Japanese political life to appear in English this decade."--David Williams, Japan Times "Historically dense and conceptually rich.... [Forces] readers' attention to the domestic underpinnings of Japanese foreign policy."--Donald S. Zagoria, Foreign Affairs "Punctures the myth of Japan Inc. as a cool, rational monolith...."--Kathleen Newland, Millennium "A bold reinterpretation of Japanese politics that will force us to rethink many of our current assumptions and will influence our research agenda."--Steven R. Reed, Journal of Japanese Studies
An analysis of nonindustrial domestic policies in post-war Japan.
Japan grew explosively and consistently for more than a century, from the Meiji Restoration until the collapse of the economic bubble in the early 1990s. Since then, it has been unable to restart its economic engine and respond to globalization. How could the same political–economic system produce such strongly contrasting outcomes? This book identifies the crucial variables as classic Japanese forms of socio-political organization: the "circles of compensation." These cooperative groupings of economic, political, and bureaucratic interests dictate corporate and individual responses to such critical issues as investment and innovation; at the micro level, they explain why individuals can be decidedly cautious on their own, yet prone to risk-taking as a collective. Kent E. Calder examines how these circles operate in seven concrete areas, from food supply to consumer electronics, and deals in special detail with the influence of Japan's changing financial system. The result is a comprehensive overview of Japan's circles of compensation as they stand today, and a road map for broadening them in the future.
Agent Orange, the 9/11 Victim Compensation Fund, the Virginia Tech massacre, the 2008 financial crisis, and the Deep Horizon gulf oil spill: each was a disaster in its own right. What they had in common was their aftermath -- each required compensation for lives lost, bodies maimed, livelihoods wrecked, economies and ecosystems upended. In each instance, an objective third party had to step up and dole out allocated funds: in each instance, Presidents, Attorneys General, and other public officials have asked Kenneth R. Feinberg to get the job done. In Who Gets What?, Feinberg reveals the deep thought that must go into each decision, not to mention the most important question that arises after a tragedy: why compensate at all? The result is a remarkably accessible discussion of the practical and philosophical problems of using money as a way to address wrongs and reflect individual worth.
"I have created for each of you a fate, one tailored specifically for your needs and desires. Each of you has a defining moment--not before, not after--when a wrong turn or decision led to the disastrous outcome that you and I mourn. To isolate that malignant moment is an exacting, exhaustive process, which only the most well-trained and competent professionals, armed with the most sophisticated of predictive models and processing power, can accomplish. You can put your trust in me, as you would in an expert surgeon, a surgeon of the soul." On a distant planet overlooking Earth, the nameless protagonist of The Compensation Bureau is one of a team of Actuaries at work on the innovative Lazarus Project. Conceived in response to the shocking violence observed in humankind, the project identifies people who have wrongfully died at the hands of others--whether victims of war, hate crimes, or random brutality--and attempts to compensate for the cruelty and pain they faced in life and death. But balancing the accounts for the sufferings and wrongdoings of humanity proves hardly a clinical exercise. The Actuary soon finds himself personally invested in the project's mission, and the goals of the project itself are complicated as the fate of Earth's inhabitants becomes more uncertain. The Compensation Bureau explores the power of individual and collective action, from a writer hailed by The Washington Post as "a world-novelist of the first category."
The company is under-performing, its share price is trailing, and the CEO gets...a multi-million-dollar raise. This story is familiar, for good reason: as this book clearly demonstrates, structural flaws in corporate governance have produced widespread distortions in executive pay. Pay without Performance presents a disconcerting portrait of managers' influence over their own pay--and of a governance system that must fundamentally change if firms are to be managed in the interest of shareholders. Lucian Bebchuk and Jesse Fried demonstrate that corporate boards have persistently failed to negotiate at arm's length with the executives they are meant to oversee. They give a richly detailed account of how pay practices--from option plans to retirement benefits--have decoupled compensation from performance and have camouflaged both the amount and performance-insensitivity of pay. Executives' unwonted influence over their compensation has hurt shareholders by increasing pay levels and, even more importantly, by leading to practices that dilute and distort managers' incentives. This book identifies basic problems with our current reliance on boards as guardians of shareholder interests. And the solution, the authors argue, is not merely to make these boards more independent of executives as recent reforms attempt to do. Rather, boards should also be made more dependent on shareholders by eliminating the arrangements that entrench directors and insulate them from their shareholders. A powerful critique of executive compensation and corporate governance, Pay without Performance points the way to restoring corporate integrity and improving corporate performance.
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