Turning Bicultural Critical Incidents into Inclusive Bicultural Identities and Organizations in US Subsidiaries in Japan

Clifford H Clarke,Naomi Takashiro

doi:10.1007/978-3-030-35574-6_14

Turning Bicultural Critical Incidents into Inclusive Bicultural Identities and Organizations in US Subsidiaries in Japan

Clifford H Clarke, Naomi Takashiro

https://doi.org/10.1007/978-3-030-35574-6_14

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Publication Date: Jan 1, 2020

Affiliation: Niigata University, University of Hawaiʻi at Mānoa, Kyoto University of Foreign Studies

#Subsidiaries In Japan #Managers Of Subsidiaries + Show 8 more

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Abstract

In the context of US managers of subsidiaries in Japan, there have been numerous mistaken perceptions, errors in judgment, and failures of execution (MEF) observed in critical incidents (CI) between Japanese and Americans that resulted in financial losses from decreased productivity for the companies and damaged careers of individual managers of both cultures due to communication breakdowns in task performance.

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