The word “samurai” firmly rooted in the modern Russian language, along with Fujiyama, geisha and sakura. Though obviously this was not always the case. This article traces the initial process of perceiving the concept of samurai in pre-revolutionary Russia and the Soviet Union: from the 1890s, from the first military victories of rapidly modernizing Japan, to the RussoJapanese War and further to the beginning of the Second World War. Initially endowed with features of “childishness” or “femininity,” gentleness and grace, the (...) image of Japan is gradually becoming “masculine” and is increasingly associated with the concept of “samurai.” At first, this concept is related to such qualities as belligerence and cruelty but also loyalty to lord and “knightly” honor. Often, following Nitobe Inazo, the best qualities of the Japanese are generally traced back to the samurai tradition. Later, the Japanese appear in an increasingly caricature form, as greedy but powerless aggressors. At first, this image is not associated with the concept of “samurai” but by the 1930s fused with it. At the same time, Soviet authors criticize the “feminine” perception of Japan – they describe both the ruling exploiter and the exploited worker with “masculine” traits. The article examines the early Japanese borrowings in Russian dictionaries of foreign words, the images of the Japanese in the writings of Russian and Soviet writers, the characteristics of the country and its inhabitants in popular editions devoted to Japan as well as in propaganda texts and pictures. (shrink)

In recent times, international comparative studies on managers’ beliefs regarding ethical/unethical leadership have increased in number. These studies focus on both Eastern and Western countries. However, although these previous studies focused on the effects of national culture, they did not pay sufficient attention to the effects of institutions. Moreover, these studies covered only a few countries. Despite Japan’s strong influence on the world economy, it has not been included in previous studies on ethical leadership. Thus, to reveal unexplored factors—particularly cultural (...) and institutional factors—and to determine the generalizability of previous findings, this study used a qualitative research method to examine Japanese business managers’ beliefs about ethical/unethical leadership. The data revealed the convergence and divergence in beliefs regarding ethical/unethical leadership between managers in Japan and in other countries. The analysis identified mostly the same themes of ethical/unethical leadership as found in other countries albeit with different distributions. In addition, We identified new themes that may be specific to Japan or that were neglected in previous studies. Moreover, this study suggests the necessity of considering each society’s history of business ethics and current ethics-related institutional contexts in ethical/unethical leadership studies. (shrink)