By the same authors

From the same journal

From the same journal

New organizational forms, Human resource management and structural convergence? A study of Japanese organizations

Research output: Contribution to journalArticlepeer-review

Standard

New organizational forms, Human resource management and structural convergence? A study of Japanese organizations. / Morris, Jonathan; Hassard, John; McCann, Leo.

In: Organization Studies, Vol. 27, No. 10, 01.10.2006, p. 1485-1511.

Research output: Contribution to journalArticlepeer-review

Harvard

Morris, J, Hassard, J & McCann, L 2006, 'New organizational forms, Human resource management and structural convergence? A study of Japanese organizations', Organization Studies, vol. 27, no. 10, pp. 1485-1511. https://doi.org/10.1177/0170840606067513

APA

Morris, J., Hassard, J., & McCann, L. (2006). New organizational forms, Human resource management and structural convergence? A study of Japanese organizations. Organization Studies, 27(10), 1485-1511. https://doi.org/10.1177/0170840606067513

Vancouver

Morris J, Hassard J, McCann L. New organizational forms, Human resource management and structural convergence? A study of Japanese organizations. Organization Studies. 2006 Oct 1;27(10):1485-1511. https://doi.org/10.1177/0170840606067513

Author

Morris, Jonathan ; Hassard, John ; McCann, Leo. / New organizational forms, Human resource management and structural convergence? A study of Japanese organizations. In: Organization Studies. 2006 ; Vol. 27, No. 10. pp. 1485-1511.

Bibtex - Download

@article{2d209482908d44a7bf250aada9a9bdb3,
title = "New organizational forms, Human resource management and structural convergence? A study of Japanese organizations",
abstract = "The prolonged, 10-year, economic downturn in Japan has had far-reaching implications for structure and human resource management (HRM) practices in Japanese organizations. In particular, the demise of hierarchical and group structures has been predicted, together with the end of distinctive HRM features such as lifetime employment and seniority-based pay. Using interview-based empirical data with a variety of Japanese organizations, this paper argues that such organizations are indeed moving towards flatter, less hierarchical structures. Moreover, there are marked shifts in HRM practices. In particular, the seniority-based pay system has been subject to reform. However, other practices have proved considerably more robust than the popular literature would suggest. For example, the lifetime employment system, although under significant pressure, remains largely intact. Indeed, we will argue that certain other key practices are being sacrificed to maintain job security.",
keywords = "Japanese organizations, Lifetime employment, Senioritybased pay, Structural reforms",
author = "Jonathan Morris and John Hassard and Leo McCann",
year = "2006",
month = oct,
day = "1",
doi = "10.1177/0170840606067513",
language = "English",
volume = "27",
pages = "1485--1511",
journal = "Organization Studies",
issn = "0170-8406",
publisher = "SAGE Publications Ltd",
number = "10",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - New organizational forms, Human resource management and structural convergence? A study of Japanese organizations

AU - Morris, Jonathan

AU - Hassard, John

AU - McCann, Leo

PY - 2006/10/1

Y1 - 2006/10/1

N2 - The prolonged, 10-year, economic downturn in Japan has had far-reaching implications for structure and human resource management (HRM) practices in Japanese organizations. In particular, the demise of hierarchical and group structures has been predicted, together with the end of distinctive HRM features such as lifetime employment and seniority-based pay. Using interview-based empirical data with a variety of Japanese organizations, this paper argues that such organizations are indeed moving towards flatter, less hierarchical structures. Moreover, there are marked shifts in HRM practices. In particular, the seniority-based pay system has been subject to reform. However, other practices have proved considerably more robust than the popular literature would suggest. For example, the lifetime employment system, although under significant pressure, remains largely intact. Indeed, we will argue that certain other key practices are being sacrificed to maintain job security.

AB - The prolonged, 10-year, economic downturn in Japan has had far-reaching implications for structure and human resource management (HRM) practices in Japanese organizations. In particular, the demise of hierarchical and group structures has been predicted, together with the end of distinctive HRM features such as lifetime employment and seniority-based pay. Using interview-based empirical data with a variety of Japanese organizations, this paper argues that such organizations are indeed moving towards flatter, less hierarchical structures. Moreover, there are marked shifts in HRM practices. In particular, the seniority-based pay system has been subject to reform. However, other practices have proved considerably more robust than the popular literature would suggest. For example, the lifetime employment system, although under significant pressure, remains largely intact. Indeed, we will argue that certain other key practices are being sacrificed to maintain job security.

KW - Japanese organizations

KW - Lifetime employment

KW - Senioritybased pay

KW - Structural reforms

UR - http://www.scopus.com/inward/record.url?scp=33749827159&partnerID=8YFLogxK

U2 - 10.1177/0170840606067513

DO - 10.1177/0170840606067513

M3 - Article

AN - SCOPUS:33749827159

VL - 27

SP - 1485

EP - 1511

JO - Organization Studies

JF - Organization Studies

SN - 0170-8406

IS - 10

ER -