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  1. Due to economic structural changes in Japan, an increasing population of youth
  2. are “Not engaged in Employment, Education, or Training” (NEET). We argue that
  3. this state of anomie is associated with a lack of motivation in conforming to interdependent
  4. norms. To illustrate this type of “deviant” motivation, we conducted a
  5. study in which high- and low risk Japanese students were given either success or
  6. failure feedback upon completing a challenging task. Low risk Japanese students
  7. were more likely to persist on the challenging task upon being given negative
  8. feedback compared to being given positive feedback. This motivational pattern is
  9. consistent with that of the prototypical Japanese (Heine et al.). In contrast, the opposite
  10. pattern was found with high risk Japanese students. High risk students were
  11. also lower on levels of interdependence relative to low risk students according to
  12. both explicit and implicit measures of self-construal.
  13.  
  14. This quote encapsulates what is well documented in the cultural psychological
  15. literature about Japanese society (Markus & Kitayama, 1991). Namely, that
  16. Japanese society tends to be a seniority-based, interdependent society where one’s
  17. measure of success is largely determined by whether one has secured a permanent
  18. position in a large company like Sony. Doing so would allow individuals to reap
  19. the benefits of being associated with an elite organization and the stability of the
  20. network of tight social ties that the organization can offer (Nakane, 1970). In much
  21. of the industrialized world, globalization and digitalization have enabled possibilities
  22. for individuals to find alternative paths to success by capitalizing on their
  23. own idiosyncrasies that afford the emergence of innovative companies like Facebook
  24. and Google. Yet, in Japan, securing a permanent position in well-recognized,
  25. large companies like Sony still remains the socially sanctioned “legitimate” path
  26. to success. As Sir Howard Stringer implied, success in Japan is not only about
  27. making money but also about finding a secure workplace to be socially embedded
  28. in (see Brinton, 2011).
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