Two key, interconnected course concepts are corporate culture and corporate governance. For corporate culture, we address the following questions and try to discern essential notions: what is culture, what is corporate culture? Why does corporate culture matter? For corporate governance, we will consider: how have corporations been governed in Japan? What brought about the Japanese banking system, long thought to be the major power for Japan’s economy, and what led to its collapse? What kinds of stakeholders initially, and subsequently, exist in the Japanese organisation and economy? And, finally, who owns the Japanese corporation, and on whose behalf does it function? Central to these concepts is the process of negotiation in the Japanese context. As the course proceeds, we will examine how corporate culture and corporate governance are negotiated in Japan. Key Japanese terms for this examination include “ J-pop” (Japanese pop) and “ J-cult” (Japanese cult).
Manuel indtastning Kursusmål/fagmål

Indicative literature:
A required compendium will be made available before the course begins. The compendium will tentatively include readings from the following articles and texts:
Tadashi Umezawa (1990/2004) Kigyo bunka no kakushin to souzou ? Innovation and Creativity of Corporate Culture ?
Katsuhito Iwai (2005) Kaisha wa dare no mono ka ? To whom does the corporation belong?
Brian Moeran (2005), “Sofuto ni uri, haado ni kasegu? Selling soft and earning hard: on marketing in Asian J-cult? in Ekkyou suru popyuraa bunka to souzou no Ajia
Charles T. Tackney ”Nihon roushi kankei to ikeru kisoku? Japanese Industrial Relations and ‘Working Rules’?” in Join April –May 1997
Toyoko Sato (1999), “Karugaru to Kokkyou wo koeru Miyazawa Kenji (On Kenji Miyazawa) in Miyazawa Kenji no ikikata ni manabu (Learning from the Life of Kenji Miyazawa)

Pensumangivelse

Skal være angivet inden undervisningen starter, men behøver ikke nødvendigvis at være 100 pct. på plads ved 1. godkendelse af kurset