The Relationship Between Labor Management Reform and Inter-Company Relations at the Industry Level: A Case Study of the Japanese Steel Industry

Hiroshi Sugiyama ()
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Hiroshi Sugiyama: Osaka University of Economics and Law

Chapter Chapter 4 in Micro-Performance During Postwar Japan’s High-Growth Era, 2016, pp 105-134 from Springer

Abstract: Abstract This work analyzes the relationship between labor management reform and inter-company relations within the Japanese steel industry of the 1950s and 1960s, through a case study of the 1962 introduction of the job-based wage system at Yawata Steel, Fuji Steel and Nippon Steel Tube. Previous research has examined institutional changes of this kind mainly in terms of the internal characteristics of individual companies with little regard for macroeconomic conditions. This study demonstrates that any important institutional change within a given company necessarily requires cooperation and coordination with similar companies in the same industry: companies that were similar in size, covered similar areas of the market and had similar labor problems. It also emphasizes that one company within an industry had to exercise leadership for institutional reform to be implemented successfully. On the basis of these findings, this study presents a framework to schematize patterns of labor management reform, with intercompany relationships taken into consideration.

Keywords: Industrial relations; Management rationalization; Job-based wage system; Japanese steel industry (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:msschp:978-981-10-0709-5_4

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DOI: 10.1007/978-981-10-0709-5_4

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