This project began nearly ten years ago. At that time a huge literature existed in English on Japanese-style management. Most of it was favorably disposed to what was seen as being an approach to human relations and personnel management that had gone beyond the division of labor and regimentation associated with the Fordist paradigm. In particular there was an interest in how Japanese-style management had produced a highly motivated work force with an exceptionally strong work ethic and commitment to the firm and its goals. To get a better idea of the extent to which work was carried out autonomously in Japan, we felt it would be useful to shift attention from the cultural or ideational domain to the structuring of work choices at both levels, paying special attention to the consequences of not working “hard” for long hours. To provide a better understanding of the work ethic and the reasons for the long hours of work registered in Japan, we felt it was necessary first to set firm-level arrangements and choices about work in the context of the larger social parameters: the way external labor markets were structured, the overall mosaic of stratification and the provision of various kinds of social services, and the power relations between the labor movement and management at the national level. In our view these were the major structures which limited choice with regard to work at the firm level.