INVASION OF THE SALARYMEN

THE JAPANESE BUSINESS PRESENCE IN AMERICA

From Sullivan (Univ. of Washington Business School): a study that's part exploration of the role of Japanese corporations in American life, part critique of the current US-Japan dialogue, part how-to for Americans working for Japanese managers—and far too meandering and diffuse to offer a proper treatment of its many subjects. America's view of Japan, according to Sullivan, is polarized between the ``bashers'' and the ``apologists.'' The author attempts to critique both schools, along with their popular incarnations, and to formulate a middle ground. From a macro-perspective, he argues that the US has no reason to fear Japan or Japanese investment. Sullivan amasses a broad battery of figures and assertions, ranging from the fact that the US is generally a more productive nation than Japan to a full-scale assault on Japanese institutions as ``second-rate'' and responsive only to ``narrow constituencies,'' and on the Japanese business community (its ``oligopolization'' places Japanese companies at a competitive disadvantage in the fiercely contested US market, Sullivan contends). On a micro-level, the author similarly attempts to demystify and detoxify the negative image of Japanese ``salarymen'': He declares that Japan's universities churn out ``amazingly ignorant'' and ``lazy'' entry-level workers who are unprepared for their stints in the US. Sullivan concludes that because most salarymen like the lifestyles they lead in the US, many will become Americanized, helping Japan achieve internationalization. While the notion of translating the salaryman's motivations and behaviors for an American audience is intriguing, Sullivan's analysis is too often fraught with broad generalizations and sweeping leaps of logic, many of which don't ring true (e.g., that the American business press gets much of its information about Japan from ``Japanese propaganda mills''). While Sullivan is right to decry the gap in the current literature on Japan, he fails to stake out new territory here.

Pub Date: Sept. 15, 1992

ISBN: 0-275-94404-2

Page Count: 376

Publisher: Praeger

Review Posted Online: May 20, 2010

Kirkus Reviews Issue: July 15, 1992

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Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...

THINKING, FAST AND SLOW

A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.

The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.

Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.

Pub Date: Nov. 1, 2011

ISBN: 978-0-374-27563-1

Page Count: 512

Publisher: Farrar, Straus and Giroux

Review Posted Online: Sept. 4, 2011

Kirkus Reviews Issue: Sept. 15, 2011

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A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.

REIMAGINING CAPITALISM IN A WORLD ON FIRE

A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.

Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.

A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.

Pub Date: May 1, 2020

ISBN: 978-1-5417-3015-1

Page Count: 336

Publisher: PublicAffairs

Review Posted Online: Feb. 17, 2020

Kirkus Reviews Issue: March 15, 2020

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