The transferability of Japanese HRM practices to Thailand

Onishi, Jun

doi:10.1177/1038411106069411

Cited by 10 publications

(6 citation statements)

References 13 publications

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“…First, Japanese managers tend to expect an explicit apology for the lack of immediate communication in the process. This result supports past findings that Japanese people are process oriented (Choi & Liker, 1995; Onishi, 2006), and their apologies are expected to maintain relational harmony (Barnlund & Yoshioka, 1990).…”

Section: Discussionsupporting

confidence: 91%

“…As noted earlier, the self-reflection report provides an opportunity of admittance for own responsibility for the untoward situation. Interestingly, their responses also highlight the process-oriented nature (Choi & Liker, 1995; Onishi, 2006) indicating that they expect to see the subordinate’s progress in the original plan and own efforts in the process along with the reason(s) for the delay as well as the specific future plans in the report.…”

Section: Discussionmentioning

confidence: 99%

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Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)

Ishii

2017

International Journal of Business Communication

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Employees in multinational organizations (MNOs) face differences in accounts provided by other members, yet an inappropriate account could damage the account-giver’s career. This study examines account-giving in the eyes of the manager in an MNO context. A thematic analysis was conducted on the expected account-giving from 23 Japanese and 20 American managers in the United States. The results show that American managers typically view the out-of-control account as appropriate, whereas Japanese managers expect an apology in an untoward situation. In addition, this study gives insights to the apology account expected by Japanese managers. They expect an explicit apology for the lack of immediate communication rather than for the failing project. More interestingly, many Japanese managers expect an implicit form of apologies through self-reflection. Other findings including cultural amalgamation in MNOs and practical implications for MNO members are discussed along with the implications for the existing account taxonomy.

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Section: Discussionsupporting

confidence: 91%

Section: Discussionmentioning

confidence: 99%

Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)

Ishii

2017

International Journal of Business Communication

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“…This goes alongside the fact that traditional family-owned enterprises dominate their economies, implying that the family logic may well be enacted in the wider society (Lawlera et al , 1997). This partially explains why Japanese human resource practices, such as consensual decision-making, QC and house unions are well accepted and welcomed by Thai employees (Onishi, 2006). Moreover, being a manufacturing hub, sometimes referred to as “Detroit in Asia” (Hill and Fujita, 2007; Busser, 2008), in which many Japanese MNCs operate, Thailand enables an institutional similarity to be constructed since a large base of Japanese customers and suppliers is located there.…”

Section: Transferring Family Logic In Institutional Dualitymentioning

confidence: 99%

“…House et al , 2004; Hofstede et al , 2010). All this implies that Japanese management practices based on collectivism are likely to be accepted and implemented in Japanese MNCs operating in Thailand (Onishi, 2006).…”

Section: Transferring Family Logic In Institutional Dualitymentioning

confidence: 99%

Transferring family logic within a multinational corporation

Iwashita

2019

CCSM

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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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“…For instance, when the company is established afresh by the MNC, the whole power is in the hands of the parent company who decides how much power to be defused. For example, Onishi (2006) observes that international Japanese companies in Thailand successfully apply home-country business approaches in new investments rather than adopting local conditions. This is so because the parent company could use its ownership and authority to force subsidiaries in foreign locations to accept certain HRM practices in line with its interest, and when parent company's HRM practices are rejected conflict may result.…”

Section: Choosing Between Two Opposing Optionsmentioning

confidence: 99%

Human resource management transfer challenges within multinational firms

Oppong

2018

MRR

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Purpose The paper aims to trace the challenges that multinational companies (MNCs) face as they grow out of their national borders into foreign countries and how they attempt to transfer human resource management (HRM) policies and practices across their subsidiaries for a best-fit HRM model. Design/methodology/approach The paper uses the dilemma theory (involving two opposing values which doing one without the other creates a disadvantage but both cannot be done together) as the main analytical tool and reviews scholarly literature on MNCs’ HRM transfers for the assessment of the transfer challenges. Findings It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma. Practical implications MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices. Originality/value The paper generates theoretical implications into the issues and challenges that arise with HRM transfers within multinational firms by examining how the dilemma theory sheds light on the transfer process and challenges from the dominant-contextual tension till the fight for best-fit HRM. It also contributes to the development of cycle of cross-border HRM dilemma, cross-border HRM transfer framework and Synergy-Dominant theory.

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The transferability of Japanese HRM practices to Thailand

Cited by 10 publications

References 13 publications

Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)

Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)

Transferring family logic within a multinational corporation

Human resource management transfer challenges within multinational firms

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