A Japanese Company in Crisis: Ideology, Strategy, and by Fiona Graham PDF
By Fiona Graham
Eastern white-collar employees were characterized by means of their extreme loyalty and life-long dedication to their businesses. This ebook relies on very large ethnographic learn inside of a jap coverage corporation through the interval while the corporate was once facing a tremendous difficulty which led to the company's financial disaster and cave in. It examines the attitudes of jap staff in the direction of their paintings, their corporation and similar matters at a time whilst the status quo and demonstrated attitudes have been lower than risk. the big variety and aspect of the reporting of staff' attitudes, usually of their personal phrases, sustained over a substantial timescale, makes this research a very important source.
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Additional resources for A Japanese Company in Crisis: Ideology, Strategy, and Narrative (Contemporary Japan)
C: Before, we had a large company, small company dual structure in Japan, so the larger companies, whether they were banks or manufacturing, were very stable. And Japan was very advanced in technology development so I think that they had the earnings capacity. Amidst an environment where they had a large leeway to experiment, they were doing all kinds of things. Because it was a period of expansion. However, the employees look back on the good things about Japanese management and reminisce about its merits, although they accept at the same time that it is now inevitably about to change dramatically, as it no longer suits the present era.
So that resulted in a shortage of money and real estate and land prices fell. But even after they fell they kept interest rates high. It was evident that the bubble had to burst, but it would have been better if it was a soft landing. They made the landing really hard and that is where they went wrong. Now the American economy is very strong, but they are controlling it very well with their policies. So although there will be adjustments and down periods in America, I don’t think that it will be like the bursting of the bubble in Japan: it will be a softer landing In C-Life, assets were increasing at the rate of one trillion yen per year up until the bubble burst.
The harshest conditions have been, not as long as ten years, but from about 1991 or 1992 after the bubble collapsed. So it has really been from about 1994 that we actually started cleaning up the bad loans. That has been terribly hard (taihen). Because at the time, we didn’t think the Japanese economy would become like it is now. We thought it would become better, so we were procrastinating about the bad loans, and waiting for the economy to recover first. We thought that land prices and stock prices would go up again, and the Japanese economy would become better.
A Japanese Company in Crisis: Ideology, Strategy, and Narrative (Contemporary Japan) by Fiona Graham