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Inclusiveness and Exclusiveness of Japanese-Style Management Abroad - Some Evidence from South East Asia

South East Asian Journal of Management

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Field Value
 
Title Inclusiveness and Exclusiveness of Japanese-Style Management Abroad - Some Evidence from South East Asia
 
Creator Thomas Diefenbach; Ritsumeikan Asia Pacific University (APU)
 
Subject —
Decision Making; Exclusiveness; Inclusiveness; Japanese Companies; Japanese-Style Management
 
Description Research has shown that, when Japanese companies go abroad, they continue to apply their distinctive Japanese-style management – with perhaps some adaptation to local economic and socio-cultural contexts. What has not been researched so far is how inclusive or exclusive Japanese-style management is for those working within the organisation. Based on case studies carried out in eight Japanese companies in Cambodia, Thailand and Vietnam, this paper investigates how Japanese and local managers and employees are either included or excluded by the values, management styles and ways of decision-making prevailing in their company. The evidence not only shows differences in perceptions but also reveals some questionable aspects of Japanese-style management. It seems to be much more exclusive than suggested by either most stereotypical research on or popular understanding of Japanese management.  
 
Publisher Department of Management, Faculty of Economics and Business, Universitas Indonesia
 
Contributor —
 
Date 2015-06-08
 
Type Peer-reviewed Article
 
Format application/pdf
 
Identifier http://journal.ui.ac.id/index.php/tseajm/article/view/4375
 
Source The South East Asian Journal of Management; Vol 9, No 1 (2015): April 2015
 
Language en
 
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