practices on a cross-national basis. Key issues are explored through a range of national and sectoral studies of work reorganization and work experience within Japanese companies and their competitors. Original case studies are employed to support a wide-ranging critique of the established view of the "Japanese model" of work organization. Alternative models, as in the Swedish and Italian cases, are discussed in depth. Drawing on international research, this volume aims to shed new light on the controversial debate centring on Japanese working practices, and should be of interest to students and researchers in the sociology of work, organizational sociology and international business.

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