- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
This article discusses the flow of management practices between two countries — the United States and Japan. Much research has sought to link explicitly or contrast implicitly these two organizational communities, for a number of good reasons: the size of each national economy and critical role of both American and Japanese corporations in global markets, the cultural and institutional distance between the two, and the degree to which the two countries have provided each other with organizational models. This article examines three ‘moments’ in the diffusion of managerial ideas between the United States and Japan. These are the flow of scientific management (from the United States to Japan), quality control circles (from Japan to the United States), and company-wide quality control (from Japan to the United States).
David Strang is Professor of Sociology at Cornell University. His work has appeared in Administrative Science Quarterly, American Journal of Sociology, American Sociological Review, and Industrial and Corporate Change. Current projects examine the spread of TQM within a global bank, the structure of emulation on benchmarking teams, supply-side dynamics in managerial fashion, and public sector downsizing. email: firstname.lastname@example.org
Young-Mi Kim is a doctoral candidate in the Sociology Department at Cornell University. She is working in the areas of organization, stratification, inequality, and gender. Her current research interest is in exploring changes in corporate organization and their consequences in economic and social inequality.
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