Cookies Policy

This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies.

I accept this policy

Find out more here

The Subconscious in Organizational Control

No metrics data to plot.
The attempt to load metrics for this article has failed.
The attempt to plot a graph for these metrics has failed.
The full text of this article is not currently available.

Brill’s MyBook program is exclusively available on BrillOnline Books and Journals. Students and scholars affiliated with an institution that has purchased a Brill E-Book on the BrillOnline platform automatically have access to the MyBook option for the title(s) acquired by the Library. Brill MyBook is a print-on-demand paperback copy which is sold at a favorably uniform low price.

Access this article

+ Tax (if applicable)
Add to Favorites
You must be logged in to use this functionality

image of International Journal of Comparative Sociology
For more content, see Comparative Sociology.

In this paper the author wishes to throw light on the crucial functions of culture as a control mechanism. The author's purpose, hence, is to attain a multi-dimensional (horizontal and vertical) presentation of the Japanese interorganizational control, through an illustrative analysis of the structures and practices which achieve control, not through coercive utilitarian means, but through normative and symbolic inducements, with the emphasis on the consequences of this system for its members. Furthermore, this study investigates the rational explanation behind the enigmatic culture in the Japanese workplace and its function in maintaining control, and determining actions and motivation. The author's approach suggests that the behavior of employees of MHI stemmed not solely from strong group pressures to conform to well-established behavioral cultural norms governing Japanese worklife but from individual alternativeless option. Hence, controlled behavior (subconsciously culturally-oriented behavior) and commitment may simply reflect individual adaptation to superficial structures and thus an absence of choice. Moreover, the author proved that the commitment of MHI's workers is to a significant degree a direct reflection of the values embedded in Japanese culture and internalized through 'reproduction' by individual Japanese and in the organization of the firms. The nature of this study is qualitative. The reader will be exposed to ethnographic research which was carried out in Mitsubishi Heavy Industry, Japan.

Affiliations: 1: Department of Sociology, Sophia University, Tokyo, Japan


Full text loading...


Data & Media loading...

Article metrics loading...



Can't access your account?
  • Tools

  • Add to Favorites
  • Printable version
  • Email this page
  • Subscribe to ToC alert
  • Get permissions
  • Recommend to your library

    You must fill out fields marked with: *

    Librarian details
    Your details
    Why are you recommending this title?
    Select reason:
    International Journal of Comparative Sociology — Recommend this title to your library
  • Export citations
  • Key

  • Full access
  • Open Access
  • Partial/No accessInformation