The main spirit of Japanese corporate culture is team spirit and innovative spirit. Team spirit embodies the Japanese national spirit: in the external natural environment that is not conducive to the survival and development of the nation, individuals integrate into the group and win the survival and development of individuals with the wisdom and strength of the group. Therefore, unity and cooperation, sharing weal and woe, sharing weal and woe with * * *, regardless of personal gains and losses, are willing to sacrifice for the team, the nation and the country, and are enterprises under the guidance of national spirit. Its innovative spirit also comes from the national spirit: based on the sense of hardship in the crisis of survival, the Japanese nation has formed a "multi-alloy culture" that is particularly good at learning and drawing lessons from the successful experiences of other nations, absorbing the strengths of all ethnic groups and striving for survival through innovation. This kind of innovation is embodied in management, which unifies the interests of business owners and employers, mobilizes the initiative, enthusiasm and creativity of producers (employees), and makes * * * save the glory of * * for both sides, thus fundamentally eliminating the labor-capital contradiction regarded as an irreconcilable class contradiction by Marx. Although the management idea of "enterprise culture" was first put forward by Americans, it has achieved great success in Japan.
Western countries attack the lifelong employment system of corporate culture, which will affect and bind talents and cause the problem of aging talents. This is a concern stemming from western values. People who enter mature years often have their own ideals and goals in life, and only after they cannot achieve them will they adjust their goals. When choosing a job, it is a two-way choice, that is, enterprises and employees choose each other, and enterprises provide various guarantees for each employee's self-realization. Therefore, since they have obtained the guarantees needed for self-realization (including material treatment, promotion opportunities, superior environment, etc.). ), they gain a sense of security, so there is no need for "job-hopping" social mobility, and there will be no threat of unemployment and being pushed to society (of course, the premise is that enterprises do not fail, employees and enterprises ensure the continuous improvement of each employee's ability and increasing income (annual performance sequence system). Therefore, after employees belong to the enterprise, they have no worries at all, and there is no reason not to go forward and be eager to realize their self-worth! Japanese companies provide employees with more sense of security and a more reliable sense of belonging than western social security. Every member of the team can get more and better support than western companies to realize himself, thus having more opportunities to realize his life ideals and goals.
There are three kinds of national psychology that support Japanese corporate culture. 1, strong desire. Based on the traditional sense of crisis and hardship, the Japanese nation is particularly eager to become strong and successful (and the strong and capable people here often refer to successful groups and nations including themselves), worshipping the strong and capable people and despising the weak and incompetent. 2. Pragmatic psychology. It is also based on the crisis consciousness of traditional survival, and the Japanese are particularly pragmatic. They don't like utopian and metaphysical thinking, but tend to think in the way of facts, phenomena, experience and demonstration, forming a "materialistic" character. 3. "Loyalty" and "harmony" psychology. "Loyalty": Modern Japanese have transformed the traditional national values of loyalty to the emperor and the country into loyalty to enterprises related to personal survival. Every member takes the enterprise as his home and contributes his youthful talents to the enterprise. They often work overtime voluntarily, work hard, and spare no effort to repay the gratitude of the enterprise to him. Harmony: Japanese managers are mostly silent, reserved, quiet, introverted and others-centered. In order to maintain the consistency and cooperation among all enterprise members, managers often regard this kind of "harmony" as a management method, which leads to constant discussion and compromise, thus realizing the balance and harmony of all aspects of enterprise interests.
The influence of Japanese religion on corporate culture. Japan's religion is an ideological system, including Confucianism, Buddhism and its own national Shinto. For example, it not only accepts the Confucian idea of loyalty and harmony, but also integrates the Buddhist ideas of "helping the world and the people" and "being pious and grateful" into the business philosophy of the enterprise, making employees feel that their work is not only for the needs of personal material life, but also for spiritual satisfaction.
Japanese corporate culture is catalyzed by Japanese history. It catalyzed the great innovation of Japanese corporate culture and the Meiji Restoration, especially the correct choice after World War II. The Japanese government and people were very realistic at that time and had to think about the future of Japan. The first rise won by Meiji Restoration ended in failure, which inevitably made the Japanese nation seriously think and carefully choose how to realize the second rise of the Japanese nation! Corporate culture just meets the needs of this national thinking. It is with this thinking that we seek survival and development, and we have made the choice of keeping pace with the times-taking the road of economic globalization.
The development of Japanese corporate culture also depends on the relationship between the Japanese government and Japanese enterprises after the war. Facts have proved that Japan's economic recovery and rapid take-off cannot be separated from this clean and efficient service-oriented government. Such a government is conducive to the formation of Japanese corporate culture today.
1986, Japan's gross national product reached more than 1.9 trillion US dollars, ranking second in the world after the United States. By 1987, Japan's iron and steel industry, which was developed by importing iron ore and scrap steel, produced 98.5 million tons of crude steel, ranking second in the world after the Soviet Union at that time. The output of automobiles reached12 million. If the title of "automobile kingdom" from 1909 to 1987 belongs to the United States, then after 1985, this title deserves to belong to Japan; Japanese electrical appliances (especially household appliances) are invincible and dominate the world. [ 1]
Japan's foreign direct investment started from 195 1 to 1986, and the accumulated investment has exceeded 1000 billion US dollars. By the 1990s, Japanese enterprises' foreign direct investment ranked third in the world after the United States and Britain. Japanese multinational companies are located in both developed and developing countries. According to the estimation of Mr. Tang of China Embassy in Japan, by the end of 2000, Japan's overseas assets totaled 3.2046 trillion US dollars. [2] With China's entry into WTO and the continuous improvement of various systems, many Japanese enterprises chose China. Therefore, it is necessary to analyze Japanese corporate culture and explore the mystery of its success.
After the end of World War II, Japan, as a defeated country, actually achieved economic take-off on the ruins of the war in a short period of 20 or 30 years, and quickly rose to become an economic power, the hometown of creating economic miracles, and the main market competitor of the United States, thus attracting the deep concern of economists, management scholars and sociologists. They are all seriously studying and discussing the reasons for the rapid rise of Japan's economy. It is generally believed that Japanese corporate culture has had a great influence on Japan's economic development. Among them, William Ochi, an American management scientist who first put forward the concept of corporate culture, published "Z Theory-How American Enterprises Meet Japanese Challenges" at 198 1. In this book, he compares the A-type organization management of American enterprises with the J-type organization management of Japanese enterprises from seven aspects, and puts forward his famous "Z theory" [3].
A-type organization: an enterprise whose leaders make personal decisions and employees are passively obedient is called A-type enterprise. Its characteristics:
(1), short-term employment;
(2) Quick evaluation and upgrade, that is, the performance appraisal cycle is short and employees get quick returns;
(3) The road of professional experience causes employees to be too limited to their own majors and not know much about the whole enterprise;
(4) Clear control;
(5) Personal decision-making process is not conducive to inducing employees' intelligence and creativity;
(6), personal responsibility, everything has a clear person in charge;
(7) Local relations.
J-type organization: (He thinks Japanese enterprises are J-type organizations with the following different characteristics)
(1), implement long-term or lifelong employment system, so that employees and enterprises share joys and sorrows, and share common destiny;
(2) implement a long-term assessment and gradual promotion system for employees (that is, the annual performance sequence system);
(3) Non-professional experience to cultivate multi-functional talents to adapt to various working environments;
(4) The management process should not only use clear and distinct control means such as statistical reports and digital information, but also pay attention to the meticulous and positive inspiration and induction of people's experience and potential;
(5) adopting the decision-making procedure of collective research;
(6) Collective responsibility;
(7), people establish a solid overall concept, employees treat each other equally, everyone can make judgments about things, can work independently, and replace hierarchical command with self-command.
Z theory: Qian Dawei thinks that Japanese management methods are generally more efficient than American ones, and American enterprises should learn from Japanese management methods. It is believed that the success of all enterprises can not be separated from trust, sensitivity and intimacy, and it is advocated to implement "democratic management" with frankness, openness and communication as the basic principles.
However, Qian Wei-Ouchi studies Japanese corporate culture from the visual management form, which is consistent with the reality of Japanese corporate management. Through the comparative study of American management concepts and Japanese corporate culture, it is found that although corporate culture has contributed to Japan's economic development, Japan's management experience cannot be simply copied to the United States, because the cultural traditions of the two countries are very different. However, he is still optimistic that American A-type enterprises can successfully realize the transformation to corporate culture management mode within 10 to 15 years as long as they follow the steps of 13 ... What's the matter? No?
To sum up, I think that when Professor Qian Wei-Ouchi discussed the reasons for the success of Japanese corporate culture, he only made a comparative study and discussion on the surface and superficial forms of management mode, but failed to deeply summarize the fundamental reasons for the great success of Japanese corporate culture in economic development. Although all researchers agree that corporate culture is a very important factor in the rise and fall of enterprises, it is impossible to clarify the fundamental reason for the success of Japanese corporate culture from the deep level of why Japanese culture has a unique role in promoting Japan's economic development.
Corporate culture includes three connotations: the core is the spiritual consciousness of various business ideas, values and philosophical thoughts, the middle layer is the behavior of systems and enterprise personnel, and the outermost layer is products, technologies and materials. Product, technology and substance are only the manifestations of externalization of enterprise ideas and spirits by enterprise personnel through their behaviors under the system. In the whole enterprise culture, it is the core part-ideology such as concept and spirit that plays a decisive role. However, researchers only stare at Japanese products, technologies and materials, but fail to see that the technical materials of these products are rooted in their cultural core-spiritual consciousness. This kind of spiritual consciousness is inseparable from the culture, history and national psychology of the nation and the country.
For this reason, I think that only by discussing Japan's natural environment, history, national psychology, religion and politics can we find the deep-seated reasons why Japanese corporate culture can bring great impetus to Japan's economic development and truly reveal the mystery of its success.
First, the team spirit and innovative spirit in Japanese corporate culture
The Japanese people live in a small island country surrounded by the sea, with a small and mountainous territory. The arable land only accounts for 15% of the national area, and the mineral resources are poor, and it is threatened by earthquakes, typhoons and tsunamis. This natural environment, which is not conducive to the survival and development of the nation, deprives the Japanese nation of the right to claim nature. If the creator has any pity for the Japanese, it is to give it a vast fishing ground. However, under the production conditions at that time, marine fishing was a very risky and difficult thing. Faced with such an external environment, personal strength is negligible. Only by relying on the collective wisdom and strength can individuals obtain the conditions for survival and development. Therefore, this external environment that is not conducive to survival and development will inevitably create the team spirit and creativity of the Japanese nation. This is an inevitable choice for the survival and development of the Japanese nation.
1, the spirit of the Japanese national team
In the external natural environment that is not conducive to the survival and development of the nation, everyone has to face the sea and poor natural resources in order to obtain the necessary material conditions for survival and development. The only way out is to integrate the individual into the group, just like finding a needle in a haystack cannot be completed by an individual, and the survival and development of the individual depends on the wisdom and strength of the group. They unite and cooperate, sharing weal and woe, sharing weal and woe. Therefore, it is the unfavorable natural environment that has created the inherent team spirit of the Japanese nation and cultivated the national spirit of the Japanese nation regardless of personal gains and losses, dedication and sacrifice from ancient times to the present.
In the era of low productivity in ancient times, the food produced was not enough to feed the whole family. In order to ensure the survival and development of future generations, there were times in history when the old man willingly asked his son to send himself to the snow to close the mountain and die without regret, thus saving the next person's rations and allowing the whole family to continue. This spirit of self-sacrifice is rare in other countries. From the historical work "Ten Years' Memories" [4], we can clearly see that Ji Tianmao, as the first prime minister of the new post-war cabinet, had to give in to the pressure of the international environment and paid his personal dignity in order to give Japan a chance to revive. In short, the spirit of self-sacrifice for family and team, for nation and country, from ordinary people to prime minister is the embodiment of the inherent team spirit of the Japanese nation. It is a logical and inevitable result that this spirit is integrated into Japanese enterprises and creates a miracle of economic development. This is also unmatched by a fragmented nation, and everyone only cares about their own big profits. The national spirit formed by the Japanese people's sacrifice for the team, the nation and the country should not be underestimated!
2. The innovative spirit of the Japanese nation.
(1), absorbing the strengths of all ethnic groups, established Japan's multi-alloy culture.
Based on the sense of urgency of survival crisis, the Japanese nation has formed a successful experience that is particularly good at learning and drawing lessons from other nations. In the 7th century, the Japanese tried their best to imitate and learn the culture of the Tang Dynasty in China. 1853, the American fleet bombed Japan, which was backward at that time and still closed to the outside world, which made the Japanese wake up and consciously learn the industrialized civilization and culture of Europe and America, laying the foundation for the capitalist "civilized development" reform during the Meiji Restoration in 1867. [5] Japan's learning and reference are always combined with the reality of the nation and used by us. In enterprises, reverse engineering and innovative engineering are specially implemented, that is, the advantages and disadvantages of the same product in various countries are listed, and then the best is synthesized. Be eclectic, serve our needs, be tolerant and survive through innovation.
(2) Japanese corporate culture is an innovation and contribution to management theory.
In enterprise management, from classicism to Taylor's scientific management theory, Fa Yueer's organization theory, Professor Mayo's behavioral science theory to the jungle of modern management theory, although they have been applied in different historical stages, different countries and nations, they all stand on the position of managers without exception, and their purpose is to maintain how managers maximize their interests, thus mobilizing the enthusiasm of employers (producers), but in different ways. However, no management theory can finally eliminate or solve the contradictions and conflicts between employers and business owners in enterprises (there is a book called "Labor and Capital", and the concepts of this series of management theories are the same, without exception, trying to change the model from the material or spiritual level as various incentive means and ways to mobilize the enthusiasm of employers. At best, these theories only delay the contradiction between labor and capital, but can't fundamentally eradicate the contradiction between labor and capital in enterprises, which Marx regards as irreconcilable class contradiction.
However, the concept and practice of Japanese corporate culture unify the interests of business owners and employers. Although the management idea of "enterprise culture" was first put forward by Americans, it has achieved great success in Japan.
First of all, business owners implement lifelong or long-term employment system for producers [6], which eliminates the unemployment crisis of employers. Japanese business owners believe that instead of treating employees as the owners of the enterprise, it is better to threaten employees with the stick and privilege of "firing them", form a sense of urgency for employees and enterprises to survive, and stimulate their sense of responsibility, enthusiasm and creativity. Therefore, Japanese companies spend a lot of money to train everyone into multi-functional talents, and continue to further train and rotate their employees, advocating "employees and enterprises grow together", which is the characteristic of Japanese companies. Japanese companies also divide enterprises into multiple departments and groups, which make decisions and take responsibility, and rewards and punishments fall on the groups, and generally do not pursue personal responsibility. Only in this way can we form the enterprise cohesion of "one person is in trouble and work together". With continuous training and skill mastery, most employees have enhanced their initiative and self-confidence, and they can give full play to their intelligence and accomplish their tasks well. Then, the "annual performance sequence system" [7] is used to ensure the self-realization needs of each employee, so that enterprise talents can flow upward continuously. An enterprise is not only a place to engage in production and business activities, but also the center of every employee's social life, and a place for every member to "form personality" and "cultivate spirit". Maslow's five-level needs can be met in the enterprise. Therefore, corporate culture has turned Japanese enterprises into the integration of the interests of both employers and employees and social life. Without the inevitable unfair competition and black-box operation between people, it has successfully turned an enterprise into a big family and turned employees' loyalty to their home and country into loyalty to the enterprise.
The seniority system (that is, the salary and position increase with the length of service of employees in this enterprise) can ensure that every member can get equal opportunities for gradual promotion after long-term assessment, and finally meet the needs of self-realization. This humanized corporate culture, which cares about employees' interests equally, gives employees a full sense of satisfaction, identity and belonging, thus making employees feel grateful for the enterprise and internalizing it as the motivation to consciously strive to be loyal to the enterprise. So "job-hopping" is considered a very disgraceful thing. [8] After such values are formed, enterprises need not worry about brain drain.
On the other hand, the traditional function of enterprise trade unions is to fight against business owners on behalf of workers' interests, and it has been transformed into a function of coordinating and communicating "labor and capital". Any mediation by the trade union reflects the consideration of both employers and employees and does not encourage confrontation between them!
It goes without saying that producer is the decisive factor among the three elements that constitute productivity: producer, means of production and object of labor. Only under the condition of ensuring the enthusiasm of producers for labor production, and giving full play to the creative spirit of producers and the sense of responsibility of protagonists, can we truly liberate productive forces. It is unsustainable to stimulate the enthusiasm of producers with political slogans and long-term blue picture cakes.
In mobilizing the initiative, enthusiasm and creativity of producers (employees), Japanese corporate culture is realized with the aim of "saving the honor for both employers and employees". This concept uses humanized management to gradually meet the needs of producers at five levels. This corporate culture vividly turns the enterprise into a family, and the rise and fall of the family is related to every family member, so every member will fight for the honor and prosperity of the family. This team spirit has the fighting spirit of cross the rubicon and forge ahead. This corporate culture will also be transformed into a ship in the business sea. From every crew member to the captain, the team spirit of helping each other in the same boat will ensure that the ship will not sink. Therefore, it is the unshirkable responsibility of every enterprise member to share the joys and sorrows with the enterprise and share the fate with * * *. In the minds of employees, enterprises are not only owners, but belong to all employees, including themselves.
This corporate culture theory is beyond the reach of traditional and other management theories, and it is an innovation of Japanese management theory. The affinity, cohesion and innovative spirit of this corporate culture are also one of the deep reasons why Japanese corporate culture creates economic miracles. Japanese corporate culture has successfully mobilized the enthusiasm and creativity of producers and promoted the liberation and development of productive forces!
(3) Innovation of management thinking
Japanese enterprises are good at reverse thinking, the most famous of which is "Kanban management" [9], which successfully solves the problems of small batch, multi-variety and low cost. That is to say, starting from the results, starting from customers' demands and opinions, starting from the last process of the product, thinking about how to meet customers' demands, each process regards the latter process as its own "user" and produces according to the needs of the "user", while the user writes his own needs in detail on a striking board and controls the whole production process with kanban. It is in this way that Toyota has greatly enhanced its market competitiveness.
At first glance, this management model is amazing for its creativity, but on second thought, it is the necessity of people's concept. With the solution of people's food and clothing problem, people tend to pursue personalized products and life. "Kanban management" is aimed at respecting and constantly meeting the increasingly updated needs of consumers. Based on the management consciousness of reality rather than dogma and experience, give full play to the advantages of occupying the market, and make Japanese enterprises stand out in the fierce free competition and stand in the leading position.
(4) My evaluation
Western countries attack the lifelong employment system of corporate culture, which will affect and bind talents and cause the problem of aging talents. This is a concern stemming from western values. People who enter mature years often have their own ideals and goals in life, and only after they cannot achieve them will they adjust their goals. When choosing a job, it is a two-way choice, that is, enterprises and employees choose each other, and enterprises provide various guarantees for each employee's self-realization. Therefore, since they have obtained the guarantees needed for self-realization (including material treatment, promotion opportunities, superior environment, etc.). ), they gain a sense of security, so there is no need for "job-hopping" social mobility, and there will be no threat of unemployment and being pushed to society (of course, the premise is that enterprises do not fail, employees and enterprises ensure the continuous improvement of each employee's ability and increasing income (annual performance sequence system). Therefore, after employees belong to the enterprise, they have no worries at all, and there is no reason not to go forward and be eager to realize their self-worth! Japanese companies provide employees with more sense of security and a more reliable sense of belonging than western social security. Every member of the team can get more and better support than western companies to realize himself, thus having more opportunities to realize his life ideals and goals.
If the ideal of self-realization is to cross the Pacific Ocean, Americans advocate rowing the whole boat by themselves, thinking that this can reflect their personal values. Japan's corporate culture is that everyone sits on a ship of tens of thousands of tons, working as a team, helping each other in the same boat and completing the whole process together. The Japanese nation believes that individual value can only be reflected when it is integrated into team value; Team value is a high concentration of individual values of all members. That scattered personal value is incompatible with the values of the Japanese nation.
Second, the influence of national traditional psychology on its corporate culture.
1, strong desire.
Based on the traditional sense of crisis and hardship, the Japanese nation is particularly eager to become strong and successful (and the strong and capable people here often refer to successful groups and nations including themselves), worshipping the strong and capable people and despising the weak and incompetent. [10] 1853, the American fleet bombed the backward Japanese gate at that time. The Japanese did not regard it as a shame, but worshipped the United States as a teacher and absorbed western culture. Finally, the epoch-making change of Meiji Restoration took place in 1868. [1 1] This psychological consciousness, which stems from the sense of crisis and hardship and aspires to be strong, has been deeply deposited in the blood of their ancestors and passed down from generation to generation, becoming a unique national psychology. This psychology makes the Japanese nation a nation that dares to explore, take risks, innovate, work hard and strive for self-improvement. Without exception, Japanese enterprises can't inherit this national psychology, so that they are always looking for opportunities for success, dare to work hard, persevere, and be good at learning and absorbing the advanced advantages and strengths of other countries. No matter where in the world, once new ideas and technologies appear, they always get them back at any cost or even by any means, making themselves stronger and invincible.
This awareness is reflected in the strategy of the enterprise, which would rather let the enterprise have a deficit than give its market share to its competitors. Even in the case of declining sales, it is necessary to increase investment, expand production capacity, increase sales outlets and strengthen promotional activities to maintain the upward trend of enterprises, and never give up market share to competitors. In their view, if they can't surpass their competitors, they will gradually be eliminated. This shows their strong character of advancing despite difficulties, and their adventurous spirit and destiny of either complete failure or great success!
Some people say: "When this traditional national psychology develops to the extreme, it means that you are alive, and you will win in the competition and become a strong and successful person. If you fail, jump off a building and commit suicide. No one will sympathize with losers. The Japanese nation is a nation that cannot tolerate failure. " [12] Although the suicide rate in Japan is high, some literary works show an aesthetic tendency to appreciate death. However, for the vast majority of people in Japan, there is no such extreme psychology.
2. Practical psychology
It is also based on the crisis consciousness of traditional survival, and the Japanese are particularly pragmatic. They don't like speculative and metaphysical thinking, but tend to think in the way of facts, phenomena, experience and demonstration, forming the "materialism" character mentioned later. [ 13]
Modern Japanese people have overall economic planning, respect economic laws, let the heat flow of passion and imagination be injected into the mold of objective laws, and cast practical products instead of engaging in economic construction in a subjective way. They are pragmatic and realistic, do not talk empty words, do not put on airs, do not deceive themselves and others, and honestly cultivate ideal flowers with diligence and wisdom, so they can create miracles. This is in sharp contrast to our national character that once advocated vanity, grandiosity, ambition and self-paralysis. These two countries started from the ruins of war at the same time. Decades later, one achieved the goal of heaven, while the other re-examined the standard of truth in the face of economic collapse. ...
3. "Loyalty" and "Harmony" Psychology
"Loyalty": Modern Japanese have transformed the traditional national values of loyalty to the emperor and the country into loyalty to enterprises related to personal survival. Every member regards the enterprise as his home and contributes his youthful talents to the enterprise. They often volunteer to work overtime, work hard and spare no effort, and many employees suffer from fatigue syndrome. All in return for the gratitude of the company!
Harmony: Japanese managers are mostly silent, reserved, quiet, introverted and others-centered. In order to maintain the consistency and cooperation among all enterprise members, managers often regard this kind of "harmony" as a management method, which leads to constant discussion and compromise, thus realizing the balance and harmony of all aspects of enterprise interests.
Third, the influence of Japanese religion on corporate culture.
Around the 5th century, China's Confucianism began to spread to Japan. The ethical thoughts of "benevolence, righteousness, courtesy, loyalty, faith, wisdom, filial piety, harmony, love, respect, frugality, forbearance and compromise" in Confucianism have a strong sense of crisis and hardship, so worshipping the strong can not all take root in Japan and be accepted by the Japanese people. Moreover, it does not allow Confucianism to occupy the exclusive position, but allows different academic schools and different religions to coexist. Japan's religion is an ideological system with Confucianism, Buddhism and its own Shinto.
Japanese people don't like speculative and metaphysical thinking, but prefer the way of thinking of facts, phenomena, experience and demonstration-the "objectivism" character of Japanese culture. [ 14]
"Benevolence, which occupies the most important position in Confucianism, is completely excluded from the Japanese ethical system". [ 15]
For example, there is no "sincerity" in Confucianism, and the doctrine of the mean says: "Those who are sincere are sincere; And so is the Tao itself. Honest people, extremes meet, dishonest and useless. " However, it did not have a strong influence on the descendants of the Chinese nation and formed an ideological system with "sincerity" as the core. On the contrary, it taught people that the cunning and treacherous 36 tricks can go deep into people's souls. However, in the late Edo period in Japan, the ethical theory centered on "sincerity" became the mainstream ... What gradually became the mainstream in Japanese Confucianism was the ethical thought centered on "sincerity". [16] This culture has played an inestimable role in the future development of Japanese enterprises. However, our lack of "honesty" culture and "honesty" is the fundamental reason why China's market economy is difficult to regulate, and even today our society (including enterprises) has paid and will continue to pay a heavy price for it.
Japan mainly accepted the Confucian ideas of "loyalty" and "harmony".
Until the middle of19th century, after American gunboats bombed Japan's gate and 1868 Meiji Restoration, although western culture and values also flooded into Japan, Japan did not develop capitalism with a completely negative attitude towards history and the past, but still inherited and retained the culture and values of feudal times. The concept of loyalty to the emperor and patriotism centered on the emperor is deeply rooted in the hearts of every citizen, even after the defeat in World War II. Japan also does not allow its allies to investigate the war responsibility of the emperor, and strongly demands that the emperor system be retained. The emperor is still the idol of national worship and the core of the whole nation. It can be seen that "loyalty" has been deeply deposited in the bone marrow of Japanese citizens.
However, today, the royal family can no longer interfere in politics, and can only engage in some ceremonial activities in folk and diplomacy. The Japanese successfully transformed the concept of loyalty to the emperor into the concept of loyalty to enterprises.
"Loyalty" enables the implementation of the "lifelong employment system" in Japanese enterprises and makes employees have a high degree of loyalty to the enterprise. In Japanese enterprises, if someone changes jobs for their own interests, they will be criticized and discriminated against, and people will sneer at such "disloyal" people and refuse to associate with them. This is completely different from western values. The interests of employees depend on the welfare and length of service of the enterprise. Japanese enterprises generally prevail "seniority system", that is, wages increase with the increase of seniority, and the longer they work in the enterprise, the higher their wages; The better the enterprise benefits, the higher the salary. In this way, employees' loyalty to the enterprise and the high responsibility of the enterprise to the employees form an interdependent unity, forming the relationship between lifelong honor and disgrace and * * *, and helping each other in the same boat.
"Harmony" conceptually ensures that employees cooperate with others in the enterprise.