The purpose of this paper is to consider how recent changes in Japanese labour management and industrial relations are affecting its traditional “stakeholder‐oriented” governance model, where special recognition was given to company employees.
This paper critically analyses a range of recently published (2000‐2006) works on Japanese labour management and industrial relations with a view to predicting future trends in Japanese employment practices.
The paper finds that Japanese firms are breaking with tradition and experimenting with Western style employment practices. Changes in such practices indicate a move away from the traditional model of governance. It may be that a hybrid model of governance is emerging.
This paper fulfils an identified information/resources need and contributes to the study of recent changes and developments in corporate governance in South East Asian countries.
