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Dual management : = A semiotic study on duality in Japanese culture and its manifestations in Japanese business management.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Dual management :/
其他題名:	A semiotic study on duality in Japanese culture and its manifestations in Japanese business management.
作者:	Koivisto, Jussi V.
面頁冊數:	1 online resource (101 pages)
附註:	Source: Dissertations Abstracts International, Volume: 56-01, Section: A.
Contained By:	Dissertations Abstracts International56-01A.
標題:	Cultural anthropology. -
電子資源:	click for full text (PQDT)
ISBN:	9798208394632

Dual management : = A semiotic study on duality in Japanese culture and its manifestations in Japanese business management.
Koivisto, Jussi V.

Dual management :A semiotic study on duality in Japanese culture and its manifestations in Japanese business management. - 1 online resource (101 pages)

Source: Dissertations Abstracts International, Volume: 56-01, Section: A.

Thesis (Lic.Sc.)--Helsingin Kauppakorkeakoulu (Finland), 1993.

Includes bibliographical references

This study considers cosmological duality between apparent and true in Japanese culture and its manifestations, especially Japanese business management. More precisely, three elements of Japanese management have been taken into deeper consideration: business communication, decision-making, and the dynamics of business relationships. Duality in Japanese culture has its philosophical foundations in Buddhistic cosmology. According to it, visible and sensible reality is illusion by nature, while true reality in behind is not approachable by senses or conceptual thinking. This kind of duality is manifested in Japanese communication, including business communication, in that verbal expressions tend to be relatively vague and indirect in order to avoid possible disagreement between different opinions. Thus, the openly expressed message is a kind of facade, tatemae, that is intended keeping communication ongoing. True opinions, honne, are not expressed openly, but they must be read from the atmosphere of the situation. Duality is manifested in decision-making in the use of two parallel systems for decision-making. Officially decisions are to be made through ringi-process as group decisions. All organizational units that might be affected by the decision to be made ought to participate the decision-making. Formal application for decision is sent from one organizational unit to another according to official organizational hierarchy. The other decision-making process is nemawashi-practice. The key persons of different organizational units negotiate, usually on one-to-one basis, with each other about the issue to be decided. They also agree about the decision, whereafter the official ringi-process is more or less a formality needed in order to seal the already "pre-made" decision. Duality can be found also in the dynamics of Japanese business relationships, e.g. the relationships between companies or employee-employer relationships. Relationships between two companies are officially based on contracts that have been made between the two actors and that stipulate the binding terms and conditions for the contract. In reality, the contract is regarded more or less as a kind of symbolic expression for willingness to collaborate, while the relationship is based on the collaboration itself. The actual content of the collaboration can differ significantly from the content of its underlying contract. (Abstract shortened by UMI.).

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798208394632Subjects--Topical Terms:

1179959
Cultural anthropology.
Index Terms--Genre/Form:

554714
Electronic books.

Dual management : = A semiotic study on duality in Japanese culture and its manifestations in Japanese business management.
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502 $a Thesis (Lic.Sc.)--Helsingin Kauppakorkeakoulu (Finland), 1993.
504 $a Includes bibliographical references
520 $a This study considers cosmological duality between apparent and true in Japanese culture and its manifestations, especially Japanese business management. More precisely, three elements of Japanese management have been taken into deeper consideration: business communication, decision-making, and the dynamics of business relationships. Duality in Japanese culture has its philosophical foundations in Buddhistic cosmology. According to it, visible and sensible reality is illusion by nature, while true reality in behind is not approachable by senses or conceptual thinking. This kind of duality is manifested in Japanese communication, including business communication, in that verbal expressions tend to be relatively vague and indirect in order to avoid possible disagreement between different opinions. Thus, the openly expressed message is a kind of facade, tatemae, that is intended keeping communication ongoing. True opinions, honne, are not expressed openly, but they must be read from the atmosphere of the situation. Duality is manifested in decision-making in the use of two parallel systems for decision-making. Officially decisions are to be made through ringi-process as group decisions. All organizational units that might be affected by the decision to be made ought to participate the decision-making. Formal application for decision is sent from one organizational unit to another according to official organizational hierarchy. The other decision-making process is nemawashi-practice. The key persons of different organizational units negotiate, usually on one-to-one basis, with each other about the issue to be decided. They also agree about the decision, whereafter the official ringi-process is more or less a formality needed in order to seal the already "pre-made" decision. Duality can be found also in the dynamics of Japanese business relationships, e.g. the relationships between companies or employee-employer relationships. Relationships between two companies are officially based on contracts that have been made between the two actors and that stipulate the binding terms and conditions for the contract. In reality, the contract is regarded more or less as a kind of symbolic expression for willingness to collaborate, while the relationship is based on the collaboration itself. The actual content of the collaboration can differ significantly from the content of its underlying contract. (Abstract shortened by UMI.).
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
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655 7 $a Electronic books. $2 local $3 554714
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710 2 $a Helsingin Kauppakorkeakoulu (Finland). $3 1193175
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9414761 $z click for full text (PQDT)