Transferring Japanese Management Practices in Asia and the West

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?

Characterization of the Japanese Management Technique 5S. Polytechnic Dining Room Case

This research aimed to characterize the Japanese 5S management technique, using a case study of the Polytechnic Dining Room, given that in this unit you can apply the 5S technique without any problem, and improve quality, productivity and competitiveness. Several elements were examined including the existence of work material, procedures for eliminating unnecessary materials, location of work materials, cleaning of work areas, standardization of processes, use of uniforms, and protective equipment, among others. Qualitative and quantitative approaches were used. A documentary research instrument was applied, using a Likert scale with ordinal variables. According to the results, those that obtained the highest rating of 7 were as follows: Seiris (classification) 25%, Seiton (Order) 36%, Seiso (Cleaning) 32%, Seiketsu (Standardization) 36%, and Shitsuke (Maintenance) 57%. Therefore, we conclude that in Shitsuke there was greater employee commitment, and Seiri obtained the lowest qualification. Keywords: 5S, quality improvement, productivity, competitiveness. Resumen Con la finalidad de conocer los elementos innecesarios, existencia de material de trabajo, procedimientos de eliminación de materiales innecesarios, ubicación de materiales de trabajo, limpieza de áreas de trabajo, estandarización de procesos, utilización de uniformes, equipo de protección entre otros, la presente investigación tienen el objetivo de caracterizar la técnica de gestión japonesa 5S, caso Comedor Politécnico, considerando que en esta dependencia puede aplicar sin ninguna problema la técnica 5S, mejorar la calidad, su productividad y competitividad; la investigación tiene un enfoque cualicuantitativo, con un método analítico sintético con un nivel de investigación exploratorio, descriptivo, se aplica un instrumento de investigación documental, de escala con variables ordinales, utilizando la escala Likert, método inductivo empírico de información primaria, en la cual se obtiene la siguientes conclusiones obteniendo la calificación más alta de 7, en lo referente Seiri (clasificación) 25%, Seiton ( Orden)36%, Seiso (Limpieza) 32%, Seiketsu (Estandarización) 36%, Shitsuke ( Mantenimiento) 57%, de esta manera de concluye que en Shitsuke donde existe mayor compromiso de los empleados, y en Seiri es la que menor calificación se obtiene. Palabras clave: 5S, mejora de la calidad, productividad, competitividad.

Implementation of Japanese business management methods – the case study of a manufacturer of systems and installations for pneumatic, hydraulic, and electro-machinery controls

Japanese methods, concepts, and management tools enjoy rising popular in the world and in Poland, which is the consequence of the assumptions and practical results achieved thanks to the solutions applied by business entities and organizations. The aim of this study is a comprehensive assessment of conditions and internal determinants of competitiveness, enabling effective implementation of Japanese methods and techniques of production management, in the enterprise under consideration. The hypothesis to verify is the statement that the implementation of Japanese management methods in the examined enterprise increased the economic efficiency of individual production processes and improved its organizational culture. The triangulation method in the form of direct observation analysis of information taken from primary and secondary sources was applied. Also, there was conducted a questionnaire survey, completed with an individual in-depth interview with the company employees (leaders and coordinators) in the field of Japanese production management methods. The possibilities of using Japanese management methods in enterprises are huge. The effectiveness of the implementation of Japanese management methods, concepts, and tools in the studied organization is manifested, among others, in such results as improvement of employees’ working conditions, organized production, increased safety on the premises, organizational culture focused on respect for others, the possibility of personal development, increased efficiency of individual production processes, and reduced waste. Achieving the best production and economic results is possible thanks to experienced and knowledgeable employee teams. Japanese concepts are very strongly oriented towards cooperation between management and employees. Unfortunately, not every employee has a chance to develop, as it is limited to selected senior units. Employees’ knowledge of management methods, concepts, and tools is assessed as low by leaders and coordinators. The lack of participation in training and the lack of knowledge of some employees is the main reason for this claim. In the opinion of managers, young people are more open to change, see knowledge as an essential element in life, strive to learn and get the most out of work. The production plant under investigation should train employees in the methodology they apply. The training should be more practical, thought-provoking, voluntary, and offered with a specific frequency and with certain stages of difficulty. Instead of defining Japanese management methods, concepts, and tools, their effects and their practical meaning should be shown.

Postulation of India-Japan Vedic-Buddhist cross-cultural management cluster: conceptualizing a spiritual philosophy-based explanation for emerging theory

Purpose Though there is emerging research that induces a postulation for a Vedic–Buddhist (V–B) cultural cluster, good theory development requires not only generalizability but also strong explanation. This paper aims to address the explanation gap to strengthen emerging theory development. Design/methodology/approach Religion-derived spiritual philosophy travel is traced from historical origins in India to contemporary Japanese management practice and its underpinning values. Findings The enhanced explanation developed in this paper finds a clear trace of spiritual values with roots in India surfacing in contemporary Japanese management as identified in extant cross-cultural management (CCM) literature. Research limitations/implications This paper offers important explanation to strengthen emerging theory on the novel idea of a V–B CCM cluster. Practical implications The strengthening of explanation for emerging theory adds to the case for modification of the traditional CCM meta-narrative that has positioned India and Japan in separate cultural clusters. Social implications Strengthening the postulation of a V–B cultural cluster potentially lubricates foreign investment from Japan to India contributing to achievement of United Nations Sustainable Development Goal no. 17 that pertains to international partnerships. Additionally, the findings raise questions for public policymakers who in modern times occlude religion from the public sphere. Originality/value This paper offers novel explanatory perspectives for emerging CCM theory, potentially expanding the spiritual philosophy avenue of management research.

CURRENT STATE OF THE JAPANESE MANAGEMENT PRACTICES: CHALLENGES AND PROSPECTS

The article examines the transformations of the Japanese management model after the collapse of the "bubble economy" in order to demonstrate the key changes in this model. The question of the expediency of its further application in Japanese business practice is raised.

Mechanism of humanistic leadership for success: lessons from Konosuke Matsushita

PurposeThis study contributes to the construction of a theory on humanistic leadership in the context of Japanese culture. Although the Japanese management system has been described as human-oriented, there has been limited research on this subject, especially regarding top leaders. This case study focuses on Konosuke Matsushita, the founder of Matsushita Electric (now Panasonic), who devoted his life as a businessperson to investigating human nature. The authors examined how the humanistic approach influenced his beliefs and behaviors, as well as his company's performance. The authors then show how current employees at Panasonic have implemented and interpreted his philosophy.Design/methodology/approachThis research is a qualitative case study. Data were gathered from transcriptions of archived recordings, interviews and Internet documents. They were then coded for analyses.FindingsThe findings show how humanistic leadership can succeed via seven behaviors: building a company philosophy aimed at the prosperity of society and the well-being of people, being aware of one's own weaknesses, listening to others, improving oneself, developing people, respecting people and making a profit for society.Originality/valueThe study identifies the behavioral aspects of humanistic leadership for building a leadership theory and provides insight into how Matsushita's leadership characteristics and behaviors are connected to Japanese cultural values.