This book is an anthropological study of managerial control and power structures in the Hong Kong subsidiary of a Japanese supermarket chain (here called Fumei). The study is the result of two years of primary data collection using traditional anthropological research methodsÑparticipant observation and intensive interviewing. The book is structured around an introduction, seven chapters, a conclusion, and an afterword. The introduction places great significance on how this study supposedly distinguishes itself from earlier literature on Japanese joint-stock companies (kaisha) and Japanese management practices. Previous anthropological work is criticized for not having provided comparative analyses of the subjects studied.