American and Japanese management practices in their Singapore subsidiaries

Purpose The purpose of this paper is to extend the understandingof how family logic is transferred through mundane practices across the subsidiaries of a Japanese multinational corporation (MNC) in different national contexts. Design/methodology/approach In order to fulfil this purpose, a comparative qualitative case study was adopted with emphasis on actors’ interpretations. Findings Through qualitative data analysis, three findings and their theoretical significances can be summarised. First, it was found that the constellations of family, market and religion logics were transferred differently. This is significant for Japanese management scholars since it illuminates the importance of actors who perceive the (non-) necessity of logics in a Japanese MNC facing institutional dualities. Second, it was found that the family logic is enacted at different levels and with different boundaries. This is significant for both institutionalists and international business scholars since it highlights the strong influence of language and religion in the transfer of logics from one country to another. Third, it was found that the enactment of the family logic greatly affects the acceptability of Japanese management practices. This is significant for business managers since it further proposes an intimate relationship between Japanese management practices and the meanings attached to the family logic. Originality/value The originality of this work stems from an updated comparative qualitative study of the management of a Japanese MNCs’ subsidiaries across different countries, providing in-depth insights for international business, Japanese subsidiary management and institutional logics perspectives.

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Transferring Japanese Management Practices in Asia and the West

Cultural Factors and Performance in 21st Century Businesses - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-7998-3744-2.ch001 ◽

2020 ◽

pp. 1-22

Author(s):

Hitoshi Iwashita

Keyword(s):

Cost Effectiveness ◽

Labour Market ◽

National Culture ◽

Management Practices ◽

The West ◽

Japanese Management ◽

Past Work ◽

The Past ◽

Local Labour ◽

Japanese Management Practices

This chapter aims to identify and investigate the transferability of Japanese management practices in Asia and the West. Through a review of existing literature regarding Japanese management practices in Asia and the West, it attempts to identity and further explain how Japanese management practices can be (non-)transferrable into different national contexts. In the past, work on Japanese management practices had mainly focused on their cost-effectiveness in the Western countries. In and after the 2000s, however, this focus on the Western contexts has been gradually shifting to Asia institutionally (i.e., local labour market and regulations) while becoming culturally closer to Japan (i.e., in terms of national culture, such as collectivism and hierarchy). This chapter therefore tries to establish whether or not Japanese management practices can be (non-)transferrable into Asian contexts; if so, why so? If not, why not?

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Transferring Japanese Management Practices in Asia and the West

10.4018/978-1-6684-3873-2.ch094 ◽

2022 ◽

pp. 1868-1883

Author(s):

Hitoshi Iwashita

Keyword(s):

Cost Effectiveness ◽

Labour Market ◽

National Culture ◽

Management Practices ◽

The West ◽

Japanese Management ◽

Past Work ◽

The Past ◽

Local Labour ◽

Japanese Management Practices

This chapter aims to identify and investigate the transferability of Japanese management practices in Asia and the West. Through a review of existing literature regarding Japanese management practices in Asia and the West, it attempts to identity and further explain how Japanese management practices can be (non-)transferrable into different national contexts. In the past, work on Japanese management practices had mainly focused on their cost-effectiveness in the Western countries. In and after the 2000s, however, this focus on the Western contexts has been gradually shifting to Asia institutionally (i.e., local labour market and regulations) while becoming culturally closer to Japan (i.e., in terms of national culture, such as collectivism and hierarchy). This chapter therefore tries to establish whether or not Japanese management practices can be (non-)transferrable into Asian contexts; if so, why so? If not, why not?

Download Full-text