90, p. 18).
The complexity of the matter is further exacerbated by differences in the approach to management, and indeed business in general. For example, the Japanese have had doubts for years about the way the United States does business and the 1980s did not reassure them. Unlike the Japanese, Americans "deserted their factories to play the stock market," says Tsuneo Iida, a Nagoya University economist. Today, though, the Japanese may be exaggerating America's weakness. Yotaro Kobayashi, president of Fuji Xerox Corp. in Tokyo, believes the common image of the American businessman as "totally interested in the bottom line, ruthless with people and overly interested in the short term interests of shareholders" has been "greatly overemphasized in Japan" (Powell and Martin, 1990, p. 18).
The basic concepts of Japanese management were coined by a Japanese businessman, Yoshino, in the late 1960s. Yoshino used the term "Japan's Managerial System" to describe employment, business, and industrial relations within the construct of Japanese busines
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