Commitment, Quits, and Work Organization in Japanese and U.S. Plants
基于1980年代初日美41家和45家制造工厂的数据，研究组织结构、雇佣实践如何影响员工对企业的承诺，发现福利社团主义在两国都是最大化承诺的组织形式，但工会化、正式工作规则和在职培训对美国员工承诺有负面影响，在日本则不然。
This comparative analysis, using early 1980s data from management interviews, employee questionnaire surveys, and personnel office employment records in 41 manufacturing plants in Japan and 45 in the United States, explores how employee commitment to the firm is shaped by organizational structure, employment practice, and other attributes of factories. The authors investigate both behavioral and attitudinal dimensions of commitment, measured respectively by quit records and survey responses. The results for both dimensions generally support the model of welfare corporatism as a commitment-maximizing organizational form in Japanese and U.S. industrial capitalism. Qualifying that conclusion, however, are several noteworthy differences between the countries: unionization, formal work rules, and on-the-job training, for example, appear to have negative effects on the commitment of U.S. workers that are absent in Japan.