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For the past three decades, the dominant economic policy environment across the Anglosphere has assumed that industrial performance results from increasing national competitiveness. The US Government and others have extensively used the tools of deregulation that emerged from the influential frameworks of Michael Porter and the Chicago School. That both the contributing analysis and attendant policy environment largely neglected the very source of national disadvantage, mostly Japanese industry in the 1970s and 1980s, remains surprising. What was going on in Japan at the time, and to some extent continues today, remains largely hidden. The aim of this paper is to expose one source of Japan’s influential competitive advantage – the human resource.

This paper, through the translation of a Japanese-language paper by Professor Emeritus Masaki Saruta, introduces the Japanese phenomenon of managed education in Aichi Prefecture, home of the Toyota Motor Corporation, and provides insight into the lifestyles of the Japanese workers who live and work in corporate castle towns that feed Toyota. Inductive content analysis was used to identify four themes that can be identified as the strategies used to produce a homogenous pool of labor that sustains the Toyota Way philosophy and Toyota Production System.

The content analysis identified four major themes: Toyota’s abnormal level of influence over local government, a unique education system of education management, a closed labor market and the homogeneity of labor. It is only now that business leaders in the Anglosphere are able to comprehend the vastness and depth of inculcation and nurturing policies of Toyota and other Japanese industrial giants – something business leaders in the Anglosphere today can only dream. It now becomes evident that Chandler’s visible hand remains alive and well, but critical drivers of its success in Japan and Toyota were largely invisible to the West.

The research required the knowledge of one of Saruta’s works that is only published in Japanese, and therefore, inaccessible to researchers in the Anglosphere. The translation process and development of themes is reported in detail. The findings are then located in the broad context of national competitive advantage.

With the insight presented in this paper, business and government leaders may now be empowered to implement policies and practices to nurture a pool of labor more conducive with the organizational strategic policy. While leaders in the Anglosphere are able to implement policy, there also remains a new threat to economic sovereignty – the nurturing of human resources in the dormitories, refectories and shopping malls of industrial China.

The development of a company-focused workforce to support corporate castle towns, one of the sources of national advantage, has been identified in this paper. The social implications are twofold. First, in Japan, the nature and influence of these towns are accepted and heralded by the community. Second, outside of Japan, and especially across the Anglosphere, these towns are a major source of competitive advantage.

Through the translation of original research published in the Japanese-language medium, this research provides otherwise inaccessible insight into the inner workings and effectively the “black box” of what was Japan Inc. in an era when business people in the West were playing catchup. As the debate on globalization extends to sovereignty across the Anglosphere, it is beholden on the academic community to provide effective solutions for industrial competitiveness.

To explore the cultural context of Indigenous family entrepreneurs and to apply to them the concept of n-Culturals, thus contributing to validating the concept.

Interview data collected from Wayuu entrepreneurs in La Guajira region of Colombia and from Māori entrepreneurs in the Rotorua region of New Zealand were analyzed qualitatively. The analysis primarily focused on Wayuu entrepreneurs, with the results for Māori entrepreneurs used for comparison, to help to interpret the Wayuu data.

For Wayuu entrepreneurs, family members play a range of crucial roles in enterprise operations, with the family and the kin-centered local Indigenous community emerging as an informal organization surrounding the enterprise. Family is the source of Indigenous culture, while the mainstream culture is centered on global Western business culture, rather than the culture of the country. The Indigenous entrepreneurs integrate the values of the two cultures in managing their enterprises, thus acting as n-Cultural. Māori entrepreneurs who managed enterprises with a strong Indigenous character were similar in this respect to Wayuu entrepreneurs.

As n-Culturals integrating the values of Indigenous culture and the mainstream culture, Indigenous entrepreneurs develop valuable traits, becoming a valuable component of the human capital in their regions, even when their enterprises fail.

Existing research on multicultural individuals is largely limited to immigrants and expatriates. By characterizing Indigenous family entrepreneurs as n-Culturals, the present study contributes to validating the concept and opens the way for further research on how Indigenous entrepreneurs manage their multicultural identities.

This issue is a selected bibliography covering the subject of leadership.

A large and growing literature examines the explicit social responsibility practices of companies. Yet corporations’ greatest consequences for social welfare arguably occur through indirect processes that shape the social fabric that sustains generosity and mutual support within communities. Based on this logic, we theorize and test a model that suggests two pathways by which large corporations affect community philanthropy: (1) through direct engagement in community philanthropy and (2) by indirectly influencing the efficacy of community social capital, defined as the relationships among community members that facilitate social support and maintenance of social welfare. Our analysis of United Way contributions in 136 US cities over the 46 years from 1952 to 1997 supports our model. We find that the presence of corporations weakens the contributions of both elite and working-class social capital on community philanthropy. Our findings thus contribute to a novel view of corporate social responsibility based on how corporations influence the social capital of the communities in which they are embedded.

SEPTEMBER this year will be unique in the history of the librarian in England in that for the first time in nearly sixty years the annual conference of the Library Association has already become a memory only. There are those who profess to believe that the conference should be restored to the autumn months. It may be suggested on the other hand that the attendance at Margate lent no assistance to that point of view; indeed, the Margate conference was one of the most pleasant, one of the most successful, of which we have record. Nevertheless, if it can be proved that any large body of librarians was unable to be present owing to the change of month, it appears to us that the matter should be considered sympathetically. Although no one holds any longer the view that one week's attendance at a conference will teach more than many months' study in hermit‐like seclusion—the words and sentiments are those of James Duff Brown—because to‐day there is much more intimate communication between librarians than there was when that sentiment was expressed, there is enormous value, and the adjective is not an exaggeration, in one large meeting of librarians in body in the year. It is an event to which every young librarian looks forward as the privilege to be his when he reaches a high enough position in the service; attendance is a privilege that no librarian anywhere would forego. And this, in spite of the fact that there is usually a grumble because the day is so full of meetings that there is very little chance of such recreation as a seaside, or indeed any other, place visited, usually provides for the delegates.

To celebrate the life and achievements of Felix Geyer by addressing issues of mutual interest, in a light‐hearted and informative fashion.

Adopts a polemical style that encapsulates the conclusions that will appeal to many types and affiliations of reader.

That, on the one hand, Felix Geyer is a cool dude who once smoked cigars and wore a raincoat. That, on the other hand, by walking around with “implants” in his body, and by celebrating/publicising this fact to the mass media, Kevin Warwick raised issues that remind us of the cult of the dandy.

Style, agenda, and range of concerns are unorthodox.