MANAGERS CAN ALSO RESIST CHANGES — CAN WE DEAL WITH THIS? AN EXPLORATORY STUDY FROM JAPAN

Balázs Vaszkun ()
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Balázs Vaszkun: Corvinus University of Budapest, Hungary

Journal of Enterprising Culture (JEC), 2013, vol. 21, issue 04, 447-493

Abstract: Japan is going through a transformation, yet it is difficult to judge which model should be chosen as a direction to go in with corporate reforms. Badly needed initiatives seeking to replace outdated managerial habits by new best practices in Japanese firms are being jeopardized by organizational members whose goal is to maintain the status quo — in terms of both political power and everyday work routines. Yet managerial habits and behaviours need to change if Japanese firms are to be entrepreneurial and innovative. According to institutionalism, blocking new initiatives is normal, and societal support is needed for major reform attempts. The focus of this paper is to shed light on how society in Japan is divided when it comes to large firms altering practices with which they have been traditionally managed. Our proposition is that complex, multi-element reform packages — having a potentially opposing dominant coalition, which is the case of Japan — ought to be implemented following a well-defined, prioritized listing of elements. After examining an attitude survey carried out in Japan, our findings revealed two clusters with a particularly high level of support for traditional management. Moreover, out of the two, one appeared to be extremely passive and resistant to any sort of change. In order to fight general resistance and reform outdated practices, our survey shows that Japan could move further towards a system compensating performance rather than seniority and giving more chance to women, discarding mass-recruitment, slow promotion whilst also maintaining the most deeply-rooted traditional values such as job security, paternalism or harmony in corporate life.

Keywords: Japanese management; attitude survey; institutional change; resistance to change (search for similar items in EconPapers)
Date: 2013
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DOI: 10.1142/S0218495813500180

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