Cultural Effects on Organizational Structure: The Case of Japanese Firms in the United States

Lincoln, James R.; Olson, Jarrod; Hanada, Mitsuyo

doi:10.2307/2094624

Cited by 104 publications

(38 citation statements)

References 24 publications

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“…Chinese employees cannot be simplistically and monolithically considered as having the same work-related values regardless of regions. Consistent with previous research perspectives-namely that performance improved when management practices are congruent with employees' culture-this study concludes that multinational corporations (MNCs) need to develop differentiated programs that are congruent with cultural differences across regions in China (Crozier, 1964;Hofstede, 1980;Lincoln, Hanada, & Olson, 1978;Meyer & Rowan, 1977).…”

Section: Implications and Limitationssupporting

confidence: 82%

Does China have more than one culture?

Kwon

2010

Asia Pac J Manag

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This paper empirically compares regional differences in the work-related values of Chinese employees, using Hofstede's cultural dimensions. In terms of individualism, uncertainty avoidance, and long-term orientation, statistically significant differences were found across regions. Shenzhen scored higher on individualism and uncertainty avoidance than did Taiyuan. By contrast, Taiyuan scored higher than Shenzhen on long-term orientation. This regional difference with regard to individualism should not be surprising in light of China's recent rapid economic development, as economic development is generally positively correlated with individualism. Economic development in shifting from an agricultural to an industrial economy is positively correlated with uncertainty avoidance. These results, as well as the fact that Shenzhen is now becoming China's most successful economic area as the country experiences a degree of economic liberalization, in part explain Shenzhen's higher uncertainty avoidance score. In a similar vein, Taiyuan was shown to exhibit a stronger long-term orientation than Shenzhen.

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Section: Implications and Limitationssupporting

confidence: 82%

Does China have more than one culture?

Kwon

2010

Asia Pac J Manag

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“…The differences in organizational design and human resource management between Japanese and American firms can be interpreted as a reflection of their cultural differences in individualism-collectivism. American firms of individualistic culture emphasizing individual responsibility and performance, as compared with Japanese firms of collectivistic culture emphasizing group responsibility and performance, tend to have a higher level of formalization and horizontal specialization (Yoshino, 1968;Lincoln, Olson and Hanada, 1978). In contrast, Japanese firms rely more heavily on culturally induced values, and less on formal rules and procedures as a means for organizing and motivating employees (Yoshino, 1968;Rohlen, 1974Rohlen, , 1975.…”

Section: Cultural Values and Influence Stylesmentioning

confidence: 99%

“…Evidence has shown that Japanese and American multinationals have often brought their unique management practices along with production technology when they invest overseas (Negandhi, 1973;Lincoln et al, 1978;Lincoln and Kalleberg, 1990). Recent studies have found that similar organizational differences exist between Japanese and American subsidiaries in Taiwan (Yeh and Sagafi-nejad, 1987;Yeh, 1991).…”

Section: Cultural Values and Influence Stylesmentioning

confidence: 99%

Downward influence styles in cultural diversity settings

Yeh

1995

The International Journal of Human Resource Management

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This study used the cultural value of individualism to explain the direct interpersonal influence behaviour used by Japanese and American expatriates and the indirect structural influence pattern which together have moulded the influence behaviour of Taiwanese managers. As predicted, the collectivists (Japanese expatriates) were found to use more assertiveness, exchange and higher authority strategies than the individualists (American expatriates). Differences in downward influence style between Taiwanese managers in Japanese and in American subsidiaries did reveal the acculturation effects of Japanese and American organizational cultures. Familiarity with local cultural values and language increased the frequency of using influence for Taiwanese managers, but did not afford the Japanese an influence style similar to the Taiwanese.

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“…This question originates from the wider cultural 'convergence-divergence' debate which is premised on the assumption that, in given enough time, cultures will converge to the point that no difference in values, attitudes, beliefs and behaviour exist (Dunphy, 1987;Eisenhardt, 1973;Inglehart & Beker, 2000;Perlmutter, 1969), while others argue that cultural diversity will persist (Brewster & Bennett, 2010;Cole, 1973;Lincoln, Olson & Hanada, 1978). Alexashin & Blenkinsopp (2005) argue that although there is evidence of some convergence toward western managerial values and practices, the form of this convergence is not uniform nor the effect on managerial behaviour.…”

Section: Part 1: Cross Cultural Managementmentioning

confidence: 99%