Exploring how and why corporate narrative-management is 'accepted' or 'rejected' by external and internal audiences in Japan, the book clarifies what narrative-management means for Japanese organizations. It argues that the role of narrative-management has become much more prevalent in Japan in recent years, but that it does not serve quite the same role as it does in the Western environments where the theory and practice first emerged. The author presents interview-based case studies within four large Japanese organisations: Nissan Motor, Bank of Tokyo-Mitsubishi UFJ, Shinsei bank and Yokohama city council. The book aims to describe and account for these Japanese corporate narratives.