Mirroring Consensus

  • Joop A. Stam


Mirroring Consensus is a cooperative research project in which the universities of Rotterdam, Tilburg, Nijmegen and Maastricht have been involved.1 This project has been one of the many activities to celebrate the commemoration of 400 years relations between Japan and the Netherlands and focusses on the analysis of business practices of Japanese companies in the Netherlands and Dutch companies in Japan. This study concerns consensus and decision making and is based upon the following considerations.


Japanese Company Middle Management Consensus Building Dutch Company Formal Meeting 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Aoki, M. (1990), Towards an Economic Model of the Japanese Firm, in: Journal of Economic Literature, 21,1: 1-27.Google Scholar
  2. Benders, J., Noorderhaven, N., Keizer, A., Kumon, H. & Stam, J. (eds.) (2000), Mirroring Consensus. Decision-making in Japanese-Dutch Business, Utrecht: Lemma Publishers.Google Scholar
  3. Fentener van Vlissingen, C. (1986), Project Management and Culture: Two case-studies of Dutch-Japanese industrial projects, in: Stam, J. (ed.), Industrial Cooperation between Europe and Japan, Rotterdam: Donner Boeken: 115 - 136.Google Scholar
  4. Hasegawa, K. (1986), Japanese-style Management: An Insiders Analysis, New York: Kodansha International.Google Scholar
  5. Hofstede, G. (1997), Cultures and Organizations. Software of the Mind, New York: McGraw-Hill.Google Scholar
  6. dIribarne, Ph. (1989), La Logique de lHonneur; Gestion des entreprises et traditions nationals, Paris: Editions du Seuil.Google Scholar
  7. Lawrence, P. (1991), Management in the Netherlands, Oxford: Clarendon Press.Google Scholar
  8. Pot, F. (1998), Continuity and Change of Human Resource Management, Ph.D.-thesis, Rotterdam: Tinbergen Institute.Google Scholar
  9. Van Dijk, N. & Punch, M. (1993), Open Borders, Closed Circles: Management and Organization in the Netherlands, in: Hickson, D. (ed.), Management in Western Europe: Society, Culture and Organization in Twelve Nations, Berlin: DeGruyter: 167190.Google Scholar
  10. Visser, J, & Hemelrijck, A. (1997), A Dutch Miracle: Job Growth, Welfare Reform and Corporatism in the Netherlands, Amsterdam: Amsterdam University Press.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2001

Authors and Affiliations

  • Joop A. Stam

There are no affiliations available

Personalised recommendations