Making Common Sense of Japan (Pitt Series in Policy and Institutional Studies)

Common misconceptions about Japan begin with the notion that it is a “small” country (it's actually lager than Great Britain, Germany or Italy) and end with pronouncements that the Japanese think differently and have different values-they do things differently because that's the way they are. Steven Reed takes on the task of demystifying Japanese culture and behavior. Through examples that are familiar to an American audience and his own personal encounters with the Japanese, he argues that the apparent oddity of Japanese behavior flows quite naturally from certain objective conditions that are different from those in the United States. Mystical allegations about national character are less useful for understanding a foreign culture than a close look at specific situations and conditions. Two aspects of the Japanese economy have particularly baffled Americans: that Japanese workers have “permanent employment” and that the Japanese government cooperates with big business. Reed explains these phenomena in common sense terms. He shows how they developed historically, why they continue, and why they helped produce economic growth. He concludes that these practices are not as different from what happens in the United States as they may appear. Preface (vii) (page count starts from x) 1 A Unique Nation? (p. 3) 2 Culture as Common Sense (p. 25) 3 A Structural Learning Approach (p. 47) 4 Making Common Sense of Permanent Employment (p. 77) 5 Making Common Sense of Government-Business Cooperation (p. 106) 6 What Should We Learn from Japan? (p. 136) Notes (p. 157) Index (p. 183) Copyright (p. 189) Takes on the task of demystifying Japanese culture and behaviour. Through examples that are familiar and his own personal encounters with the Japanese, Steven Reed argues that the apparent oddity of Japanese behaviour flows quite naturally from certain objective conditions that are different from those in the United States.