A Comparison of American and Japanese Work Practices: Skill Formation, Communications, and Conflict Resolution

Abstract

This article examines whether American work practices are becoming more similar to Japanese work practices with regard to skill formation, communications, and conflict resolution. I find that separated skills, self‐managing teams, and the dual conflict settlement procedure prevalent in three American unionized plants contrast with the practices found in three Japanese unionized plants, where integrated skills, middle‐up‐down decision making led by assistant and first‐line supervisors, and an informal and one‐channel conflict settlement procedure are used.

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