Deals with the history of labour management from the Meiji Restoration (1868) until the beginning of the Second World War. Disagrees that Japanese-style management is inherited from the feudal past, and shows the impact of businesses imported from the West after reunification in 1867-68 and how these were amalgamated with a range of Japanese traditions.

An era of economic globalisation and inward investment has seen much interest in Japanese labour management techniques. The first English edition of this 1964 classic of Japanese economics corrects the misunderstandings which often prevail in this debate, by providing the necessary historical context from the Meiji restoration to the second world war. Professor Hazama debunks the myth that Japanese-style management is inherited from her feudal past, showing the impact of businesses imported from the west after reunification in 1867-68 and how these were amalgamated with a range of Japanese traditions.

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 which 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, a primary site of corporate managerial strategy and important labor union initiatives. Beginning with the Occupation reforms and their influence on the workplace, Gordon traces worker activism and protest in the 1950s and '60s, and how they gave way to management victory in the 1960s and '70s. He shows how working people had to compromise institutions of self-determination in pursuit of economic affluence. He illuminates the Japanese system with frequent references to other capitalist nations whose workplaces assumed very different shape, and looks to Japan's future, rebutting hasty predictions that Japanese industrial relations are about to be dramatically transformed in the American free-market image. Gordon argues that it is more likely that Japan will only modestly adjust the status quo that emerged through the turbulent postwar decades he chronicles here.

Price probes the paradoxes in postwar labor-management relations, particularly in the years between 1945 and 1975. Basing his analysis on the history of labor in Mitsui's Miike mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall, the author questions the common interpretation that industrial relations are based on lifetime jobs, seniority-based wages, and enterprise unions. He also asks whether Japanese workers have been genuinely empowered by the developments in recent years.

This Handbook provides a state-of-the-art survey of research in business history. Business historians study the historical evolution of business systems, entrepreneurs and firms, as well as their interaction with their political, economic, and social environment. They address issues of central concern to researchers in management studies and business administration, as well as economics, sociology and political science, and to historians. They employ a range of qualitative and quantitative methodologies, but all share a belief in the importance of understanding change over time. The Oxford Handbook of Business History has brought together leading scholars to provide a comprehensive, critical, and interdisciplinary examination of business history, organized into four parts: Approaches and Debates; Forms of Business Organization; Functions of Enterprise; and Enterprise and Society. The Handbook shows that business history is a wide-ranging and dynamic area of study, generating compelling empirical data, which has sometimes confirmed and sometimes contested widely-held views in management and the social sciences. The Oxford Handbook of Business History is a key reference work for scholars and advanced students of Business History, and a fascinating resource for social scientists in general.

Part I: Historiography Writing Global Labour History c. 1800-1940: A Historiography of Concepts, Periods, and Geographical Scope 39 Jan Lucassen African Labor History 91 Frederick Cooper Reflections on Labor and Working-Class History in the Middle East and North Africa 117 Zachary Lockman Paradigms in the Historical Approach to Labour Studies on South Asia 147 Sabyasachi Bhattacharya The History of Labor in Japan in the Twentieth Century: Cycles of Activism and Acceptance 161 Akira Suzuki Fin-de-Si6cle Labour History in Canada and the United States: A Case for Tradition 195 Bryan D. Palmer Labour in Western Europe from c. 1800 227 Dick Geary The Laboring and Middle-Class Peoples of Latin America and the Caribbean: Historical Trajectories and New Research Directions 289 John D. French What's in a Name? Labouring Antipodean History in Oceania 335 Lucy Taksa Workers, Class, and the Socialist Revolution in Modern China 373 Arif Dirlik The Drama of the Russian Working Class and New Perspectives for Labour History in Russia 397 Andrei Sokolov Part 2: Case Studies in Comparative Labour History Worldwide Agricultural Labor and Property: A Global and Comparative Perspective 455 Prasannan Parthasarathi Studying Asian Domestic Labour Within Global Processes: Comparisons and Connections 479 Ratna Saptari Brickmakers in Western Europe (17oo00-19oo) and Northern India (1800-2000): Some Comparisons 513 Jan Lucassen Global Labour History in the Twenty-First Century: Coal Mining and Its Recent Pasts 573 Ian Phimister "Nothing to Lose but a Harsh and Miserable Life Here on Earth": Dock Work as a Global Occupation, 1790-1970 591 Lex Heerma van Voss Railroad Labor and the Global Economy: Historical Patterns 623 Shelton Stromquist.

Originally published in 1992, this book examines the development of employers' human resource management and industrial relations policies in Britain. It adopts a broad historical perspective, beginning with the inheritance from the nineteenth century and ending with an analysis of human resource management policies. It focuses on how managers organise the employment relationship, how they control work relations, and how they deal with trade unions and industrial relations. The author examines these in the context of the market within which the firm operates, and the strategy, structure and hierarchy of industrial enterprise. The book shows that historically British employers tended to adopt market-based strategies rather than internal ones.