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Enterprise as an Instrument of Civilization - Hirochika Nakamaki

Year 2016


PrefacePart I Invitation to Keiei Jinruigaku, Anthropology of Business AdministrationChapter 1 Enterprise as an Instrument of Civilization1.1 Introduction1.2 Civilization as a System1.3 Stock Corporations as Civilization Elements1.4 Mass Production: An Element of Civilization1.5 Enterprises in Civilization1.6 ConclusionReferencesChapter 2 Enterprise as Cultural Community2.1 Introduction2.2 Keiei Jinruigaku: Fusion of Business Administration and Anthropology2.3 Initiation into a Company as Cultural Community: Sony2.4 Initiation Ceremony of Sony2.4.1 Place and Program of the Ceremony2.4.2 Seating and Dress2.5 History and Spirit of Establishment2.6 Advice Toward Early Retirement2.7 A Community Bound Together by Common Fate2.8 Training of New Employees and Initiation2.9 Concluding RemarksReferencesChapter 3 Company Mythology3.1 Introduction3.2 Mythology in Companies3.3 Methods for Researching Company Mythology3.4 Types of Myths3.5 ConclusionReferencesPart II Theoretical Characteristics of Keiei JinruigakuChapter 4 The Meaning of an Anthropological Approach for Management Studies: Beyond “Clinical” and “Scientific” Knowledge4.1 Introduction4.2 “Practice” and “Science” by Barnard4.3 “Clinical” and “Scientific” Knowledge in the History of Management Theory4.3.1 Searching for “Clinical” Knowledge: The Methodology of the Human Relations School4.3.2 Construction of “Scientific” Knowledge of Management: Simon's Methodology4.4 Can We Separate “Clinical” and “Scientific” Knowledge in the Real World? A Pragmatic Question4.5 Conclusion: Toward “Anthropology of Business Administration”ReferencesChapter 5 'Ethnography' in Japanese Corporate Activities: A Meta-anthropological Observation on the Relationship Between Anthropology and the Outside5.1 Introduction5.2 An Overview of the Relationship Between Anthropology and Industry5.3 Searching for 'Hidden Needs' and Ethnography5.4 Esuno (Ethnography) Incorporated by Japanese Firms5.4.1 The 'Success' of Ethnographic Praxis: An Example5.4.2 Ethnography with Zero Field Visit5.4.3 The Relationship Between the Appropriation of Ethnography and Japanese-Style Management5.4.4 Re-engineering Ethnography5.5 Final RemarksReferencesChapter 6 Management in Interface: Glocal isplacement6.1 Introduction6.2 Interface: Entrepreneurs as Middlemen in a Traditional Society6.3 “Advent” of a Japanese-Western Food: Translation with Displacement by an Entrepreneur6.4 Glocalisation of McDonald's: Translation with Displacement of Global Fast-Food Culture6.5 Multilayer Structure of Cultural Interface: McDonald's Approach from Interface6.6 Conclusion6.7. Management of Translative DisplacementReferencesChapter 7 Anthropology of Administration's Approach o the Study of Management Philosophy as “Spiritual Capital”7.1 Introduction7.2 A Brief History of Management Philosophy in Japan7.3 Studies on Management Philosophy in Japan7.3.1 Studies During the Era of Rapid Economic Growth (mid-1950s to the mid-1970s)7.3.2 Development After the 1970s7.4 A New Perspective on the Study of Management Philosophy7.5 The Nature of “Spiritual Capital”7.6 Concluding RemarksReferencesChapter 8 Anthropological Research Methods in Business Administration: Migration and Translation Within the Social Sciences8.1 Introduction8.2 Anthropological Methods Used in Previous Studies on Business8.3 Globalization Studies and Anthropological Methods8.4 Social Sciences Applied Outside of Their Contexts: Migration and Translation8.5 Social Constructionism in Science8.6 Concluding RemarksReferencesPart III Frontiers of the Research in Keiei JinruigakuChapter 9 Management of Secret in Religion and Company9.1 Introduction9.2 Secrecy as Capital9.3 Secrecy in Religion9.4 Secrecy in a Company9.5 Strategies to Protect Secret9.5.1 Involution Strategy9.5.2 Hierarchy Strategy9.5.3 Emptiness of Secret and Invention Strategy9.6 Storytelling and Sharing Secret9.7 Secrecy and the Internet9.8 ConclusionReferencesChapter 10 Company Funeral Culture and Funeral Companies: A Case Study of Taisei Saiten10.1 Introduction10.2 Sakichi Katsuyama and Taisei Saiten10.3 The Relationship with the Community10.4 Networking in the Business World10.5 Sales Campaigns to Companies and the Company Funeral Model10.6 Conclusion: Taisei Saiten and Company FuneralReferencesChapter 11 Anthropology of Distrust and Suspicion in Credit Transactions in Japan11.1 Introduction11.2 Trust and Credit11.2.1 How “Trust” Is Treated in Cultural Anthropology11.2.2 What Is “Trust”? What Is “Credit”?11.3 Chain-Reaction Bankruptcy and Bad Debt Losses11.3.1 The Tragedy of Chain-Reaction Bankruptcy (Company I)11.3.2 The Trigger for Company I's Bankruptcy, Warning Signs, and the Course Thereof: The Case of Company J11.3.3 The Start of Company I's Civil Rehabilitation Procedures11.3.4 The Crisis at Company H: Wariness Toward Company I After the Bankruptcy of Company J, Bad Debts Following Company I's Bankruptcy11.4 Credit Control and the Breakdown of Trust11.4.1 A Discourse on Credit11.4.2 What Is “Numerical” Credit?11.4.3 Contradiction and Juxtaposition of Two Sides of the Same Coin11.5 ConclusionReferencesChapter 12 Airline Culture: International Flight Attendant Service Design12.1 Introduction12.2 Research Method12.3 The Airline as a Mechanism of Civilization12.3.1 Luxurious Dawn (1900s–1960s)12.3.2 Mass Transportation (1970s–1980s)12.3.3 Globalization (1990 to the Present)12.3.4 Technological Innovation12.3.5 Open Skies and Airline Restructuring12.4 Airline H and Regional Flight Attendants12.4.1 Overview of Airline H12.4.2 Airline H and Nonnative Flight Attendants12.5 The Changing Flight Attendant Work Environment12.5.1 The Luxurious Dawn: Airline H Japanese Flight Attendants12.5.2 Mass Transportation: The International Travel Boom12.5.3 Deregulation and Industry Restructuring12.5.4 Globalization and Open-Skies Policies12.6 Flight Attendant Work Design12.6.1 Transborder Work and Being Japanese12.6.2 Business Strategy and Culture Brokers12.6.3 Model Japanese Outside Japan12.6.4 Work Design as a Life Strategy12.7 ConclusionReferencesChapter 13 Globalization and the Establishment of Manufacturing Bases Overseas: A Case Study of the “J Automobile Company”13.1 Introduction13.2 Overview of the Start-Up Process in Manufacturing Bases Abroad13.3 The Mechanisms of Starting Up Production Lines in Overseas Factories13.3.1 Simultaneous Launch of New Models Around the World13.4 The Work of Setting Up Manufacturing Bases Abroad13.4.1 Characteristics of the Work13.4.2 Troubleshooting and System Maintenance in Host Countries13.4.3 Changes in the Work of Setting Up Manufacturing Bases Overseas13.4.4 Differences in Working Styles13.5 ConclusionReferencesChapter 14 From Politics of Ethnicity to Politics of Cultures: When Kool Far East Group Took Over Shiranai International in Hong Kong14.1 Introduction14.2 The Kaisha Paradigm14.3 The Culture of Politics in Japanese Overseas Companies Is a Politics of Ethnicity14.4 Shiranai International14.5 The Kool Far East Securities14.6 Kool Far East-Shiranai14.7 Development of Retail Brokerage Business14.8 A War of Two Cultures14.9 Blaming the Culture of the Former Shiranai International Employees14.10 Fighting Back Also by Blaming the Culture of the Retail Team14.11 Conclusion: From Ethnicity to TotemismReferencesChapter 15 The Corporate Brand: Toward an Anthropology of Branding15.1 Introduction15.2 The Emergence of the Contemporary Brand: Historical Background and Recent Transformations15.3 Branding and the Construction of Meaning: Community and Identity15.4 The Politics of the Brand: Reappropriation, Subversion, and Resistance15.5 ConclusionReferencesWebsitesGlossaryIndex
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