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Shoshaman takes us inside Japan's integrated trading companies to explore the daily lives of the shoshamen, the high-powered pro-fessionals who make them work.
This book seeks a better understanding of the sociocultural and ideological factors that influence English study in Japan and study-abroad contexts such as university-bound high schools, female-dominant English classes at college, ESL schools in Canada, and private or university-affiliated ESL programs in Singapore and Malaysia. The discussion is based not only on data garnered from Japanese EFL learners and Japanese/overseas educators but also on official English language policies and commercial magazine discourses about English study for Japanese people. The book addresses seemingly incompatible themes that are either entrenched in or beyond Japan’s EFL context such as: Japan’s decades-long poorly-performing English education vs. its equally long-lived status as an economic power; Japanese English learners’ preference for native English speakers/norms in at-home Japanese EFL contexts vs. their friendship with other Asian students in western study-abroad contexts; Japanese female students’ dream of using English to further their careers vs. Japanese working women’s English study for self-enrichment; Japanese society’s obsession with globalization through English study vs. the Japanese economy sustained by monolingual Japanese businessmen; Japanese business magazines’ frequent cover issues on global business English study vs. Japanese working women’s magazines’ less frequent and markedly feminized discourses about English study.
In the context of political tensions and rising economic interdependence between Japan and China, this book studies how Japanese multinational companies try to minimize damages and manage their own fear and uncertainty to sustain their business interests. Using a qualitative approach, including over 150 interviews with Japanese and Chinese business and industry leaders, combined with statistical analysis of unique firm-level data, this book brings a ‘firm-level view’ to this crucial case of political conflict amid economic interdependence. It argues that there is wide variation in the degree of material damages Japanese multinationals sustain in the aftermath of political disputes, and how threatening they perceive the risks of political conflict to be. This book then goes on to evaluate the different responses to risk, from promoting Japan's culture through privately funded tactics and building common cause with the government, to diversifying a portion of assets abroad and even leaving China entirely. Presenting a new angle on economic globalization in the Asia Pacific region, Risk Management Strategies of Japanese Companies in China will be useful to students and scholars of Asian politics, business, and economics as well as international political economy.
Includes section "Reviews".
Global business today is played by new rules -- many of which are being written by the Japanese and their remarkably successful companies. Because the Japanese are redefining business as we know it, Western companies expecting to profit from the new global marketplace must first learn to compete and succeed against the Japanese in Japan. James C. Morgan, Chairman of Applied Materials, Inc., the leading supplier of advanced processing equipment to the worldwide semiconductor industry which does about forty percent of its business in Japan, and J. Jeffrey Morgan, who has worked in Tokyo on the "inside" at Mitsui & Co., Japan's oldest trading conglomerate, contend that apathy and ignorance have prevented many Western companies from capitalizing on the enormous opportunities for business in Japan. In this brilliant examination of Japanese markets, companies, and business practices -- with special emphasis on the establishment of Applied Materials Japan -- the Morgans, father and son, assert that success in the world of Japanese business is determined by two factors: technology and relationships. Candidly discussing their own mistakes and failures as well as their triumphs, the authors provide invaluable insights into the specific challenges facing Western companies in establishing a presence in Japan: problems in financing the venture, product design and production, marketing and distribution, and most important, creating long-term relationships or "putting on a Japanese face." The extraordinary success of Applied Materials Japan -- hailed by George Bush on the campaign trail in 1988 as "a model for all America" -- is testimony to the valuable lessons to be learned from this book. The Morgans provide a clearly written, step-by-step framework for reorienting company thinking, revising corporate strategy, and revitalizing any organization for world class competitiveness. Using vivid examples of Western companies that have both succeeded admirably and failed miserably in Japan, Cracking the Japanese Market is a straightforward examination of what it takes to compete successfully there -- and by extension in the world today.