Colignon and Usui analyze amakudari as a ministry-level phenomenon that is consciously constructed and reproduced with intricate networks in many political and corporate spheres. Drawing on five decades of qualitative and quantitative data delineating the post-retirement careers of leading bureaucrats, they examine changes in traditional job patterns. Although not as strong a force as in the 1960s and 1970s, amakudari, in their view, remains a critical feature of Japanese society and heavily shapes the relationship between government and business.
The authors warn that despite the Japanese media criticism of amakudari, it comprises a power structure resistant to radical change. Most important, their book demonstrates that a gradual weakening of this practice may not lead to a more democratic, meritocratic society.
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