While there are many studies that address how well Japanese companies have adopted explicit CSR practices, our understanding of their own views on such practices is still limited, particularly of the difference in their views before and after the process of making implicit CSR explicit. The present research thus aims to address this apparent change by providing comparative case studies of two Japanese companies selected from two different time periods. The findings indicate there is a continuity observable in the mindset (...) of these companies not a change. This contradicts existing literature and suggests that the process of making CSR explicit has not been accompanied by any real change in their mindset. The result shows that ethically questionable practices have been going on behind the explicitly articulated CSR policies and implies the difficulties of delegating the power to address societal issues to business organisations. This is important particularly now when the expectations of the public regarding the responsibilities of business towards society are on the rise. (shrink)

Human resource management plays an important role for an organization’s sustainability endeavor. This paper attempts to provide a concise overview of the sustainability in HRM in Japanese overseas subsidiaries. The purpose of this paper is to examine two branches of business from a major Japanese multinational corporation in Hong Kong and identify the nature of sustainability in HRM in these two operations. It draws on qualitative interview data from a sample of 20 Japanese and locally hired employees and two HR (...) directors working in these two case companies with a total of 80 stories and two company interviews. A conceptual framework of sustainable HRM based on the Respect Openness Continuity model is used to examine sustainable HRM in the two Japanese subsidiaries. The results show that sustainability in HRM differs between these two case companies even though they are operated under the same Japanese headquarters. Distinctive stratified patterns of sustainability in HRM are found among the respondents in both case companies, and the nature of sustainability in HRM in these two case companies varies from each other to a large extent. The analysis of the interview data provides insight of how cultural, sectoral, and institutional factors have led to the different stratified pattern and nature of sustainability in HRM in these Japanese overseas subsidiaries. Further larger-scale research needs to be done on the case headquarters in Japan, and multinational corporations of other national origins to discover more about the patterns and nature of sustainability in HRM in a global context. (shrink)

The article reconstructs, in economic terms, managerial business ethics perceptions in the Japanese consumer market for fast-moving daily consumption products. An economic, three-level model of moral agency was applied that distinguishes unintentional moral agency, passive intentional moral agency and active intentional moral agency. The study took a qualitative approach and utilized as empirical research design an interview procedure. The study found that moral agency of Japanese firms mostly extended up to unintentional and intentional passive moral agency. Certain myopic managerial views (...) were found to affect active moral agency. This leaves room for business ethics program that aim at the development of active moral agency. (shrink)

While Economic and Business Ethics has already attracted increasing attention in East Asia, a comprehensive survey of Economic and Business Ethics has never been done in this region. This study investigates the current status of Economic and Business Ethics as field of teaching, training and research in the East Asia region, particularly in China, Japan, and Korea. Based on multiple approaches that include questionnaire surveys, desktop analysis, and personal observation, this article reports on the current state of training, teaching, and (...) research in the field of Economic and Business Ethics in the three countries. It also discusses similarities and differences with regard to these themes among the countries studied. (shrink)

Drawing on the author’s professional experience working inside a Japanese company, the essay examines the cultural construction of managerial responsibility in Japan, and explores the tensions between Eastern and Western notions of responsibility in the Japanese workplace. The author proposes two idioms that shape local notions of responsibility as “webs of engagement.” Based on the Japanese concepts ba and kokoro , these idioms suggest significant departures from Western notions of workplace corporate social responsibility. Since much of the literature on CSR (...) focuses on Western countries and examines the more public, corporate aspects of CSR, the article is meant as a contribution to a better understanding of managerial responsibility in an Asian context, and more generally of the relationship between culture and responsibility. Theoretically, the article draws on works in interpretive and symbolic anthropology, anthropological writing on Japanese culture and society, and cross-cultural CSR research. (shrink)