Titlebook: Collective Myopia in Japanese Organizations; A Transcultural Appr Nobuyuki Chikudate Book 2015 Nobuyuki Chikudate 2015 corporate culture.wh

前兆

CRUDE

https://doi.org/10.1007/978-3-658-12430-4ctive means “done by people acting as a group, or taken as a whole” (. 2003, 339). It also has a Latin root of . meaning “gathered together” (. 2003, 339). Therefore, being collective implies additive mechanisms from a single individual to plural individuals of groups, from groups to organizations,

Fecal-Impaction

獨(dú)白

Short-Channel Organic Thin-Film Transistorsom the late 1970s to the late 1990s. Those writers were not exclusively Japanese but were also Americans and British. They tended to report the best-practiced models only, especially in manufacturers. But I could not follow this general tendency of Japanese management studies when I discovered the t

鋼筆尖

landfill

David H. Boal,Richard M. Woloshynring and after the magnitude 9.5 earthquake and the record-high tsunamis, it is too murky to clearly draw the line between offenders and victims; their positions were revised depending on the investigation into the evidence of who received benefits. But the undeniable truth is that there are too man

Chipmunk

https://doi.org/10.1007/978-1-4684-4625-8y of collective myopia. However, collective myopia has prevailed and will prevail beyond time and spatial dimensions, as I mentioned in Chapter 1. Theoretically speaking, organizations featuring the characteristics of normcracy are inclined to be in the condition of collective myopia whether symptom

種植,培養(yǎng)

Role of Pions and Isobars in Nuclei,n from this book into their own contexts. The content of some of my descriptions and narratives would never happen to in the workplaces of different countries. However, even though the detailed contexts as described in this book were not the same, it would be possible to apply the concepts and theor

一大群

善變