Author Description

Andrew Gordon goes to the core of the Japanese enterprise system, the workplace, and reveals a complex history of contest and confrontation. The Japanese model produced a dynamic economy that owed as much to coercion as to happy consensus. Managerial hegemony was achieved only after a bitter struggle that undermined the democratic potential of postwar society. The book draws on examples across Japanese industry, but focuses in depth on iron and steel. This industry was at the center of the country's economic recovery and high-speed growth, and was a primary site of corporate managerial strategy and important labor union initiatives.