The profound influence of American management thought on Japanese industrial practice has generally been considered a postwar phenomenon. Stressing the contributions of Deming, Drucker and other American experts, both popular wisdom and scholarly opinion have embraced the notion that ‘the managerial revolution that occurred in Japan after World War II was made in the United States’. Prewar Japanese management, however, has seldom been figured in terms of American inspiration. Historians have commonly conceived prewar Japanese practice as somehow impervious to American theories and techniques, emphasizing instead the importance of indigenous patterns of familialism, German influences, or a capital-labor dynamic largely detached from external stimuli. Thus, in industrial management—as in so many facets of modern Japanese history—the prewar narrative and the postwar narrative have remained separate and unreconciled. Despite recent interest in establishing a fuller genealogy of Japanese management, the question of how American models could thrive in postwar Japan without a prewar legacy of integration has yet to be answered or even seriously addressed.