This article presents the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand. The national characteristics of Japan and Thailand based on Hofstede's conceptual framework, Japanese human resource management approaches and the specific Japanese business practices and social concepts were analyzed. Possible conflicts between the Japanese management and Thai staff based on the different perceptions of the Japanese management style were assessed. Data were collected from ten Japanese manufacturers using a sample of 100 employees (50 Japanese managers and 50 Thai subordinates from the same group of companies). The results shows an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.

PurposeDespite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict management and whether observed differences are linked to cultural attitudes.Design/methodology/approachA questionnaire assessed conflict management practices and cultural attitudes of managers from four nations with considerable historical, geographical, and economic differences. ANOVA and ANCOVA were used to test hypotheses about groups differences in preference for three conflict management styles – competing integrating, and avoiding – controlling for differences in demographics and cultural attitudes.FindingsStatistically significant differences were found on all three of the conflict management styles, although the hypotheses were only partly supported. Controlling for differences in demographics and cultural attitudes had little impact on the main findings. Some similarities among the nationalities were found: “integrating” was the most preferred style, and showed the least variation, among the groups. However, there was less similarity among the nationalities regarding “competing” and “avoiding”.Research limitations/implicationsSince the hypotheses – based largely on national culture differences among the nationalities – were only partly supported, future research should attempt to identify variables that better explain differences among nationalities in conflict management style.Practical implicationsThe information on conflict management style preferences in these four nations will be valuable to those wishing to do business there. Further, refuting the common assumption of cultural homogeneity among Asians will better prepare Westerners for doing business elsewhere in Asia.Originality/valueThis paper demonstrates that national differences in conflict management style were not based on demographic differences in the sample or differences in cultural attitudes.

This research examined the transferability of Japanese human resource management to Thailand. Attitudes toward life‐time employment, seniority system, consensual decision‐making, quality circles, and house unions were considered. The sample included 560 managers and staff of Japanese companies in Thailand. The results indicate that all five practices except seniority are transferable. The Thai employees have more positive attitudes toward consensual decision‐making, quality circles and house unions than the Japanese managers in the Japanese manufacturers in Thailand. Some Japanese managers think that consensual decision‐making and quality circles are not appropriate or accepted in Thailand. This belief may limit the implementation of these practices. Regarding seniority, both the Japanese mangers and the Thai employees agreed that performance should be evaluated by achievement, but years of service should be part of any evaluation criteria.

A 21-year-old Japanese man without known diabetes mellitus had abdominal pain. The diagnosis was ketoacidosis and hypertriglyceridemia-induced acute pancreatitis. He had polydipsia and polyuria and had habitually drunk several soft drinks every day for two years. After hospitalization, despite adequate liquid intake, dehydration remained with hypotonic polyuria. Further examinations revealed the coexistence of central diabetes insipidus (CDI), possibly caused by lymphocytic infundibulo-neurohypophysitis, based on antirabphilin-3A antibody positivity. Although CDI had been undiagnosed for two years, over-consumption of sugar-rich soft drinks to ease thirst caused ketoacidosis, hypertriglyceridemia, and acute pancreatitis. There are no previous reports of this three-part combination of symptoms caused by CDI.

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