Managerial career development: Japanese style |
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| Authors: | Mitsuru Wakabayashi Takao Minami Masuo Hashimoto Katsuo Sano |
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| Abstract: | In 1972 a longitudinal study was launched in one of the largest department store chains in Japan. The purpose of this study was to investigate the managerial career development of the newly hired college graduates. The research design required repeated monitoring of a newcomer's progress within the organization at seven different points in time over a three-year period. The study investigated basic questions concerning the process of managerial career development: (1) Why do some people achieve a higher level of management progress during the early period of their organizational career, while others do not? (2) What are the important indicators of management development during the formative years in business? (3) How accurately can development in management be predicted? (4) What are the organizational and personal consequences of managerial development? Over the three-year period of this study data were collected on 80 newly hired college graduates. Two models that have been used to understand the process of early management development in the United States were tested. Results were compatible with these models. Performance at the end of three years was found to be significantly related to both initially assessed potential (assessment model) and developed working relationships (vertical exchange model). Other professional and organizational outcomes were significantly related to developed working relationships. The implications of this cultural generality are discussed. |
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