This paper explores the role of "corporate self-reliance" in producing and maintaining a sustainable society. The paper examines the meaning of corporate self-reliance: business enterprises assuming responsibility for the consequences of their operation in the social as well as the physical environment by forming partnerships with local communities and families. The paper presents four strategies for the development of corporate self-reliance. The first is the role of labor-management committees as change agents for improving the quality of community and work life. The second strategy is worker-ownership as a constructive community response to plant shut-downs. The third strategy involves employer-based family support systems. The fourth is participative work as a means of enhancing personal and corporate competence resulting in enhanced morale and productivity, essential components of corporate self-reliance. In all four examples, the underlying theme is the importance of investing in human resources. In the course of explicating these phenomena, the paper considers the following related issues: Japanese concepts of corporate responsibility for employee and community welfare, outcome measures beyond job satisfaction, community impact, and the costs of change for individuals and groups. The paper relies upon original research by the authors and a review of studies in a variety of disciplines.
All Science Journal Classification (ASJC) codes
- Business and International Management
- Applied Psychology
- Management of Technology and Innovation