One of the characteristics of the Japanese management education has been the near absence of domestic MBA programmes on the one hand and the prevalence of in‐company education on the other. Yet many large companies have increasingly been sending their employees to overseas MBA programmes. The...

For Yaohan International Group, the most important aspects of management development are not the acquisition of knowledge and the training of skills per se, but the cultivation of the right mind and spirit. The group thrives on the corporate culture which believes in the unlimited potential of...

In this example of in‐company development provision, Toray, the largest textile multinational in the world today, shows that it considers management development as a major strategic issue. While human resource development for Toray itself is managed on a traditional corporation‐wide system...

Outlines the number of difficulties the Japanese businesses encounter in their operating environment today. Argues that the traditional paradigms of an organizational structure is no longer adequate for their long‐term survival, and discusses a new model of employment which has implications...

Describes the areas of human resource development that come under the administration of the Human Resources Development Bureau of the Ministry of Labour in Japan, and are administered through human resource development councils at the central and prefectural level. The recent rapid changes in...

Looks at the long recession the Japanese economy suffered in the 1990s and its ramifications on the employment situation in Japanese corporations. Describes, in general, the current trends in human resource management in corporate Japan which have long‐term implications for management...

Reports the results of a survey of UK lecturers involved in teaching strategic management to postgraduate and post‐experience students. Identifies the lecturer’s objectives in using case studies and evaluates the effectiveness of the case method in achieving those objectives. Finds that the...

The results of a company‐wide quality improvement programme are usually new company policies. Implementation of these quality improvement policies can be extremely difficult, because employees may not comply with them. A survey of 67 middle managers and 174 front‐line workers was conducted...

Rote learning is deeply rooted in Chinese traditions and remains the predominant method for education and training across the rapidly developing economies of Greater China. Confucian‐based cultural values are argued to constitute a formidable obstacle as management educators and developers...

Explores the effects of organizational transformation on career development. Through a case study of a large blue chip company in the brewing industry, illustrates that organizational and managers’ expectations of promotion, responsibility for career development and the role of the line...