Guest Editors:
Professor Chris Rowley, Kellogg College, Oxford University & Cass Business School, City, University of London, UK
Professor Jun Ishikawa, College of Business, Rikkyo University, Japan
Professor Ingyu Oh, Research Institute of Korean Studies, Korea University, Seoul, Korea
Japan and South Korea are the only two OECD member countries in Asia. Simultaneously, they are the only Asian members of OECD’s Development Assistance Committee, providing a combined annual budget of $11.2 billion to developing countries in the world in 2015. Lastly, these two neighbouring countries are the only Asian members of the 20–50 club with a population of 50 million or more and a per capita GDP of $20,000 or more. Also, according to SIPRI, the combined annual military budget of these two countries in 2016 reached $77.3 billion, larger than that of Russia’s, which was ranked the fourth in the world after the US, China and Saudi Arabia.
However, both Japan and South Korea have faced enormous economic difficulties since the onset of economic globalization in the early 1990s. Their developmental machine that used to post double digit growth rates is stalled at less than three percent a year. In the last three decades, Japan and South Korea have tried their best to reform their corporate organizations, financial institutions, and the government with a catchphrase of ‘globalization’. One of the focal reforms has been the restructuring of their human capital and leadership to globalize their corporate, governmental, and financial leaders.
This Special Issue will redefine East Asian leadership through the cases of Japan and South Korea. It will build on presentations at a workshop in Japan. Compared to Western or global leadership styles and their performances, Japanese and South Korean firms are experiencing both continuities and abrupt discontinuities baffling many of the original reformers in their own respective organizations. This Special Issue will also aim to explore the specific institutions that affect leadership reforms in the East Asian context to contribute to leadership theories developed by Rowley and Ulrich (2014). Empirical studies, as well as conceptual models grounded in empirical research, are welcome.
Topics include, but are not limited to:
| • | Leadership Theory | ||||
| • | Leadership and Diversity | ||||
| • | Global Leadership | ||||
| • | Shared Leadership | ||||
| • | R&D and Leadership | ||||
| • | Creativity and Leadership | ||||
| • | Effective Leadership | ||||
| • | Comparative Leadership | ||||
| • | HRM and Leadership | ||||
| • | Leadership, Ethics and Corporate Culture | ||||
Timelines
| June 30: | = | Deadline for Abstracts |
| July 31: | = | Acceptance of Abstracts |
| Sept. 30–Oct. 1: | = | Workshop at Rikkyo University, Japan |
| Oct. 31: | = | Submission of Final Drafts |
| Jan. 31: | = | Revised Drafts Submitted |
| Feb. 28: | = | Final Decision on Manuscripts |
For questions in the first instance contact Ingyu Oh at [email protected].
References
- Ishikawa, J. 2011. “Leadership and Performance in Japanese R&D Teams.” Asia Pacific Business Review 18 (2): 241–258.
- Ishikawa, J. 2012. “Transformational Leadership and Gatekeeping Leadership: The Roles of Norm for Maintaining Consensus and Shared Leadership in Team Performance.” Asia Pacific Journal of Management 29 (2): 265–283.10.1007/s10490-012-9282-z
- Oh, I. 2013. “Joining Innovation Efforts Using Both Feed-forward and Feedback Learning: The Case of Japanese and Korean Universities.” In Evolution of Innovation Management: Trends in an International Context, edited by A. Brem and E. Viadot, 208–235. New York: Palgrave.
- Rowley, C. and Ulrich, D. O., eds., 2014. Leadership in the Asia Pacific: A Global Research Perspective. New York: Routledge.
- Takahashi, K., Ishikawa, J. and Kanai, T. 2012. “Qualitative and Quantitative Studies of Leadership in Multinational Settings: Meta-analytic and Cross-cultural Reviews.” Journal of World Business 47 (4): 530–538.10.1016/j.jwb.2012.01.006