Changes and continued stability in Japanese HRM systems: choice in the share economy

Abstract

There is a growing acknowledgement by scholars both within and outside Japan that traditional patterns of human resource management are now under structural pressures to change. The author, from a labour economics perspective, examines the dimensional shifts that are now occurring in the Japanese labour market, both empirically and in the context of Weitzman's model of the share economy. She concludes that, in HRM terms, the current situation exhibits a combination of responses to change that are characterized by both innovative and traditional practices.

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