Japanese Human Resource Management in the Cross-Cultural Interface: A Case Study of US-Sited Japanese Subsidiaries

Abstract

As Japanese direct investment is increasing very rapidly, many Japanese companies build and purchase factories, and start operation in foreign countries. In foreign countries there exist more or less different values, life styles, and business practices. On the other hand, Japanese expatriates who are assigned to overseas operation have been inculcated with Japanese values, business practices, and work ways while they worked in Japan. When they start working in US-sited Japanese subsidiaries, two different industrial cultures begin to interface. If there is wide discrepancy between the two cultures, conflict, complaint, dissatisfaction, and anxiety about future employment will arise.