Abstract
It has been said that in recent years the cooperative management style of Japanese companies, the so-called “Japanese Management”, has undergone a transformation. While is it undeniable that various aspects of Japanese management have changed, it is not obvious that, at its core, “Japanese Management” has truly been transformed. Looking at relationships among employees at the level of individual firms, we do not see a clear shift away from the cooperative management style. The three papers in this section will therefore try to clarify this situation by focusing on two main phenomena that emerged in the 2000s : Corporate Social Responsibility （CSR） and Global Framework Agreements （GFA） between Japanese companies and labor unions.
