Conclusion

Abstract

AbstractThis book clarifies how Japanese academic and business communities have accepted, developed, or rejected management theory and practice from abroad. Japan has traditionally developed its own style of management based on its culture. However, this book argues that the so-called Japanese style of management (JSM) has been influenced by management theories and ideas of other countries. JSM is a hybrid set of management theories and techniques greatly influenced by management concepts from abroad. We employ the concept of cultural translation as an analytical framework and examin the translational processes of each theory and practice. In this section, we briefly summarize the main results of each chapter and present our conclusions. Overall, as the theory of cultural translation suggests, the translation process follows three steps: introduction, installation, and dissemination. We conclude that most theories and practices from abroad have been more or less accepted and incorporated into Japanese academic and business communities; however, each theory and practice has been required to adjust to its business context. Therefore, theories and practices inevitably undergo transformation because of the Japanese business situation. Thus, we must carefully examine the extent to which such theories and practices have been transformed in the translation process.KeywordsManagement theory and practiceTranslationContextAcceptanceDevelopmentTransformationRejection