Culture and conflict: Japanese managers and Thai subordinates

Abstract

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.