The Japanese labour market is analyzed within a dual labour market context and an emphasis on firm size differentiation. Labour market segmentation theories are presented for the purpose of understanding the differences that can exist between industries, or in this case, between firm sizes. Data on labour market variables such as wages, unionism, and promotion illustrates the different employment package that employees face in small firms as compared to workers in large companies. Unique Japanese labour market traits such as the expectation of lifetime employment, enterprise unionism, and seniority-based wages are also observed to evaluate their application in different company sizes. Japan's labour market segmentation is primarily a study of differences between firm sizes. The dissimilarities in employment characteristics between small and large firms are thoroughly examined and evaluated for a solid understanding of Japan's duality in the labour market.

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Thesis (Ph. D.)--University of North Carolina at Chapel Hill, 1996. / Includes bibliographical references (leaves [114]-115).

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Decisions regarding foreign market entry and market entry mode are strategically important to multinational corporations (MNCs). Most previous studies have focused on the economic rationale behind these decisions and assumed that MNCs' decisions are rational and independent of their own and other MNCs' previous decisions. / In conclusion, the evidence noticeably refutes the claim that there is only an economic explanation for the decisions regarding foreign market entry and market entry mode, and demonstrates that organizational legitimacy, a social consideration, can play a key role in explaining an MNC's decision. / This thesis develops the neoinstitutional perspective of foreign direct investment strategy. The main proposition is that an MNC's decision regarding foreign market entry and subsidiary ownership level represents its desire to gain external and internal organizational legitimacy, and its decision is influenced by its own previous decisions and the previous decisions of other MNCs from the same home country. In the empirical setting of Japanese MNCs' foreign investments across the world over the period 1987--1999, I find supporting evidence for my main argument. First, other MNCs' entry into a market induces an MNC to enter the same market to gain external organizational legitimacy and an MNC's prior overseas establishments trigger its subsequent market entry to gain operational experience. Second, an MNC selects to trade a portion of its subsidiary ownership level for external and internal organizational legitimacy by forming an equity joint venture with local partners or industry incumbents. Third, in uncertain situations, an MNC mimics the prevalent, legitimate subsidiary ownership level strategy adopted by other MNCs in the same geographical region, and it is more prone to make a mimetic choice when its subsidiary is located in a less-developed country than in a developed country. / Chan Man-kuen Christine. / "July 2002." / Source: Dissertation Abstracts International, Volume: 63-10, Section: A, page: 3630. / Supervisor: Shige Makino. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (p. 174-193). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

The aim of this thesis was to identify and analyze workplace conflict by enquiring into the nature of conflict, conflict management, and human resources (HR) strategies for conflict management in international companies based in Japan (ICBIJ). This study explores one part of a conflict system comprising cultural issues, HR strategies, conflict, and its effect on retention. The research question is "What is the nature of the conflict experienced by Japanese workers in international companies based in Japan and what type of conflict management do they access?" 16 Japanese workers were surveyed yielding qualitative and qualitative data. Findings indicate that workplace conflicts are both interpersonal and organizational. Participants used a variety of strategies to manage conflict which varied depending on the type of conflict and the rank of the participant. The findings indicate gaps between the ideal situation as described in the literature and reality.