Lecture 8 - Case Study of Functionalist vs Conflict Models of the Japanese Company

Question 1

What are the ‘three jewels’ of the Japanese company?

Answer 1

1. Lifetime employment
2. Seniority promotion
3. Company unionism

Question 2

How were the consequences of the ‘three jewels’ used to explain the economic miracle?

Answer 2

• empowerment of shop-floor owners to make decisions in one sphere
• commitment of workers to the company
• worker participation through suggestion schemes and ringi seido system

Question 3

How was the organisation of space and time reinforced by the ‘company as family’ model?

Answer 3

• lack of symbolic distinction between blue-collar and white-collar workers
• parked in same car parks, ate in same dining rooms, etc.
• workers spend time with colleagues outside working hours
• tsukiai relations not limited to work-related matters

Question 4

According to 80s literature, where are the roots of the company-as-family model founded?

Answer 4

In feudal Japan.

Question 5

How is the modern Japanese company seen as a development of the traditional household (ie) system?

Answer 5

• loyalty to seniors in exchange for benevolence

- good Head creates an environment of consensus

Question 6

How does Morishima Michio evaluate the link between Confucianism and the development of Japanese capitalism?

Answer 6

• emphasis on education
• respect for authority, hard work, and productivity
• similar to Weber’s link between Protestantism and development in Europe of capitalism

Question 7

How does Dore evaluate the ideas of original sin and original virtue?

Answer 7

Start from the idea of original sin and this assumes society with be motivated by self-interest. Start from the idea of original virtue and bonds of loyalty, community-belonging and sense of responsibility that accompany them will be given greater weight.

Question 8

How can the arguments that explain Japan’s economic development in terms of culture be described?

Answer 8

Functionalist, essentialist, and static. Assumption that land = language = people = culture.

Question 9

What are the two core-periphery distinctions in this company-as-family system?

Answer 9

1. The larger the company, the better able to realise the promise of ‘three jewels’ - reality is that not all workers enjoy these benefits.
2. Many workers (temporary, part-time, seasonal) are excluded from benefits of ‘three jewels’ system.

Question 10

What is the problem with the company-as-family system?

Answer 10

The notion that company workers ‘naturally’ do not express themselves in a conflictual manner versus the management

Question 11

How does Eyal Ben-Ari evaluate the concept of conflict in Japan?

Answer 11

It is both symbolic and ritual and centres on key moments in course of annual spring wage negotiations - the threat of strike is sufficient to diffuse conflict and convey the message to management that they indulge workers in this performance due to long-term interest to do so. Potential power of core workers vis-a-vis management that allows them to express conflict symbolically, not idea that they are averse to idea of conflict.

Question 12

How did the company-as-family model develop?

Answer 12

• Developed out of early industrial form of labour relations.
• Workers protest in 1890s meant improved labour conditions.
• new industries needing male labour force led employers to shift from daily wages to offering career prospects, seniority promotion in exchange for loyalty, welfare schemes, and bonuses, to keep their workers.
• employers developed company-as-family rhetoric to justify their position and to mask inequalities that still exist.
• discourse called on ‘ie’ model - reinvention of a tradition that was ‘discovered’ in 80s by Western commentators.