Japanese-style Management Research Articles

Questioning the Effect of Employment Conditions, Welfare Facilities and Middle Managers in Lime Stone Mining Activities of Pt. Tonasa Cement Indonesia, Tbk. from A Japanese Management Style Perspective during Covid-19 Pandemic and the New Normal Era

Questioning the Effect of Employment Conditions, Welfare Facilities and Middle Managers in Lime Stone Mining Activities of Pt. Tonasa Cement Indonesia, Tbk. from A Japanese Management Style Perspective during Covid-19 Pandemic and the New Normal Era

Exploring the Effect of a Cultural Gap on the Process of Absorbing Business Knowledge

This study explores the implications of the difference between Japanese and Anglo-American cultures when Japanese organizations try to absorb business knowledge generated in Anglo-American culture. It relies on Todorova & Durisin’s model of Absorptive Capacity (2007) which allows for multi-level, individual, group, and organizational levels of absorption in the process of incorporating external knowledge. It compares four cases of Japanese organizations, who sought to absorb business knowledge that could change conventional Japanese management style by introducing one of two alternative Anglo-American developmental learning methods. The study identifies some specific cultural impediments and enablers for Japanese people trying to absorbing Anglo-American business knowledge, and suggests how the impediments can be overcome, by making structural and leadership changes during the introduction of the learning activities. The research explores whether and how 43 participants who experienced one or the other learning method transformed from a mind-set dominated by Japanese cultural norms and values to one that can both recognise the benefits of Anglo-American management thinking and translate it into changed practice. Whilst Todorova and Durisin’s model does not capture the way cultural difference affects the absorbing process, the results show that the differences between Japanese and Anglo-American cultural values, in terms of collectivism vs individualism, high-context vs low-context cultures, and power relationships affect progress through the phases of absorption. Thus, the study discusses the gradual process how Japanese individuals and organizations absorbed the Anglo-American knowledge by overcoming cultural differences.

Exploring the Effect of a Cultural Gap on the Process of Absorbing Business Knowledge

This study explores the implications of the difference between Japanese and Anglo-American cultures when Japanese organizations try to absorb business knowledge generated in Anglo-American culture. It relies on Todorova & Durisin’s model of Absorptive Capacity (2007) which allows for multi-level, individual, group, and organizational levels of absorption in the process of incorporating external knowledge. It compares four cases of Japanese organizations, who sought to absorb business knowledge that could change conventional Japanese management style by introducing one of two alternative Anglo-American developmental learning methods. The study identifies some specific cultural impediments and enablers for Japanese people trying to absorbing Anglo-American business knowledge, and suggests how the impediments can be overcome, by making structural and leadership changes during the introduction of the learning activities. The research explores whether and how 43 participants who experienced one or the other learning method transformed from a mind-set dominated by Japanese cultural norms and values to one that can both recognise the benefits of Anglo-American management thinking and translate it into changed practice. Whilst Todorova and Durisin’s model does not capture the way cultural difference affects the absorbing process, the results show that the differences between Japanese and Anglo-American cultural values, in terms of collectivism vs individualism, high-context vs low-context cultures, and power relationships affect progress through the phases of absorption. Thus, the study discusses the gradual process how Japanese individuals and organizations absorbed the Anglo-American knowledge by overcoming cultural differences.

Analisis Faktor Keputusan Mahasiswa Dalam Memilih Belajar di Fakultas Ekonomi Universitas Darma Persada

The Faculty of Economics, Darma Persada University (FE Unsada) is higher education institution’s unit, that aims to prepare skilled professionals educated in the fields of economics, business and accounting, by specifically adding Japanese-style management knowledge as a reference from developed countries in the fields of economy, industry and technology, which is expected to provide special characteristics and added value in learning to attract students' interest, compared to those offered by other similar higher education institutions as competitors.
 However, in its progress over the last two years (2018-2020), there has been a decrease in the number of students who are interested in studying at FE Unsada. So, through this research, it is expected to be able to find out and measure the dominant factors that are taken into consideration by students choosing to study at FE Unsada, so that further anticipation can be done to decrease the number of students and restore increased interest of students through attractive strategy programs and answer the needs and expectations of students.
 This research was conducted with a quantitative descriptive method, factor analysis through a series of statistical validity tests and values tests, using a questionnaire technique with a random sample of 126 students of FE Unsada class 2016-2020, where from the results of the study it was found that there were three main factors that formed the choice of students to study at FE Unsada, namely: 1. Campus Reputation (36.49%), 2. Social Environment Influences (12.12%), 3. Socio-economic Status (9.72%).
 
 Keywords : Factor analysis; Student intention; Economic Faculty; Consumer Behavior.

The Impact of Workplace Fun towards Employee’s Working Attitudes at Japanese Companies in Indonesia

Japanese companies strongly implement the Japanese management style, which values time, rules, and seniority. Fun is often considered as irrelevant to work. At work, employees need to be serious,, and fun is perceived to hinder performance. However, contrary to the general view, fun is an important aspect for the employees during their working process. Fun can bring positive consequences to the organization. This study tries to examine the effect of fun at work on Job Satisfaction, Task Performance, and Organisational Citizenship Behaviour. The respondents are 141 employees working in Japanese companies in Indonesia, and the data processing and analysis process is performed using SEM (Structural Equation Modeling) method. The result of this study supports the previous preposition that fun can create positive consequences to work. Thus, fun is a relevant aspect in the workplace.

OGAWA, Shinichi "Small-group Activities as Japanese-style Management: Development, Diffusion, and Transformation of Quality Circles"

OGAWA, Shinichi "Small-group Activities as Japanese-style Management: Development, Diffusion, and Transformation of Quality Circles"

Confucius - a Chinese thinker still present in Japan's business practices

Regarding the impact of Confucius on Japanese management, we consider that it is important to distinguish between the 'economic' factors and the 'psychological' factors in Japanese-style management. The latter, despite their eroding economic relevance, seem to be more strongly connected to Confucianism. Based on the literature we identify the main Confucian values and empirically test for their presence by using a panel of 353 full-time Japanese employees. We find that the main components of Japanese-style management such as the 'Parent-like responsibility of managers' and 'Loyalty' are strongly related to Confucian values. On the other hand, practices based on economic rationality are not significantly affected by the latter.

Japanese style management in eras of change: new management model.

Changes in technologies and markets are issues for all global companies. Japanese companies also face difficulties in eras of change. There is a need for paradigm shifts in management style. This paper will look at four case studies of major global companies and analyze the concept of the hybrid approach. It looks at how western and Japanese ways of thinking and methods can be combined to create a new model. The new Japanese model proposes a basic framework on which customization and improvement can be carried out.

Why do Japanese women suffer from the low status?: The impact of neo-liberalist reform on gender

The global ranking of Japan’s Gender Gap Index is 121st among 153 countries in 2020, disproportionally low compared with Japan’s GDP ranked at the third. This paper explores the structural background and the historical path-dependency why Japanese women are confined at the low status. The so-called Japanese style management, once considered as a success model, is responsible for this gender inequality, which strongly sticks to the male breadwinner model. The paper also explains who pays the cost of gender discrimination, and its historical outcome in the international community in the comparative context. With the lack of outsourcing alternatives of women’s care burden, namely, neither socialization of care service in the public sector at the cost of high tax burden, nor commodification of care service in the market at the cost of cheap migrant labor, gender serves as a functional equivalent with class and race in other societies, which accordingly keep Japanese women at the bottom of labor market. In addition, the paper proves the negative impact of the COVID-19 pandemic on women, particularly on single mothers, where the existing gap is widened and accelerated at the time of crisis.

Confucius - a Chinese thinker still present in Japan's business practices

Regarding the impact of Confucius on Japanese management, we consider that it is important to distinguish between the 'economic' factors and the 'psychological' factors in Japanese-style management. The latter, despite their eroding economic relevance, seem to be more strongly connected to Confucianism. Based on the literature we identify the main Confucian values and empirically test for their presence by using a panel of 353 full-time Japanese employees. We find that the main components of Japanese-style management such as the 'Parent-like responsibility of managers' and 'Loyalty' are strongly related to Confucian values. On the other hand, practices based on economic rationality are not significantly affected by the latter.

Tradition Vs. Modernity in Japanese Management

Abstract Japan's thinking and management practices have developed under the strong influence of culture. The contemporary economic and social circumstances, marked by the phenomenon of globalization, raise the question of the perenniality and transferability of the traditional Japanese management style.

AMERICAN BUSINESS CULTURE: AN OVERVIEW OF THE NATIONAL CULTURE AND ORGANIZATIONAL CULTURAL DIMENSIONS IN THE USA

This paper elaborates the issue about the importance of the national cultural values and organizational culture, through analysis and explanations of the American workers‘ culture in the organizational environment, observed through the prism of Hofstede‘s cultural dimensions in the USA/observed through the application of Hofstede‘s model in the context of the USA. In this regard, the leadership in American companies is also considered as a process that is significantly determined by the national and organizational cultural influences, by comparing the American and Japanese management styles, but also by perceiving the role of women in management in this country, that is, the issue of the "glass ceiling" concept. Each enterprise has a certain form of organizational culture that is currently dominant, but according to the requirements and impacts of various factors, it can be changed. The company always aims to recruit human resources that have developed a similar culture as that of the enterprise and have enough predispositions to accept it. There is often a comparison between companies in terms of their organizational culture. Thus, in some organizations, relations are highly formal and strictly hierarchically set, while in others, organizational culture is very open and informal. The findings of the cultural analysis of the American workers has shown that their culture is characterized by a high degree of flexibility and informality in relation to the manager-employee relationship, as well as in other aspects of the work; a high degree of individualism that is perceived through a strong appreciation of the achievement of individual initiative and achievement, self-esteem, autonomy and independence; tendency to achieve great successes; as well as freedom of expression and tolerance towards other ideas or opinions. At the same time, their management style is not based on too rigid norms and behavioral rules. Regarding the representation of women in management, although they are increasingly progressing and becoming part of the managerial staff, their number and influence still vary significantly.

Transfer of Japanese-style management to the Czech Republic: the case of Japanese manufacturing firms

This study examines the level of application of Japanese-style management to the Czech Republic from the perspective of hybridization, by employing a survey of Japanese manufacturing firms based in this country. The survey reveals that the Japanese system of production control is strictly enforced, while work organization, labour relations and group consciousness have been—despite targeted practices used by Japanese companies to facilitate application of the Japanese system—largely adapted to the local conditions. Furthermore, this study identifies the transitional process from relying upon Japanese expatriates towards engaging local human resources in the parent-subsidiary relationship. In addition, even though the Japanese-style procurement method is applied with a large number of local suppliers, the local content ratio nevertheless remains relatively low in the Czech Republic. Overall, Japanese manufacturing firms, via their vigorous effort to transfer their distinctive management style, are challenging European business practices and Czech socio-cultural traditions, even though the level of hybridization is strongly variegated according to particular management spheres.

Adapting the Japanese Management Style at Musoshi Mine in Katanga, 1965-2004

Adapting the Japanese Management Style at Musoshi Mine in Katanga, 1965-2004

Lean production, Toyota Production System and Kaizen philosophy

Purpose The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures. Design/methodology/approach The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis. Findings The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork. Research limitations/implications Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized. Practical implications The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures. Originality/value This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.

Japanese Management Styles: to Change or Not to Change? A Subsidiary Control Perspective

Japanese Management Styles: to Change or Not to Change? A Subsidiary Control Perspective

日本的経営の普遍的道徳観と問題点 : ケアの倫理・共同体主義による検討(自由論題)

日本的経営の普遍的道徳観と問題点 : ケアの倫理・共同体主義による検討(自由論題)

Is it Possible to Transfer the Japanese Style of Management to a Different Cultural Society?: An Analysis Based on a Job-Consciousness Survey at Mayekawa's Factory in Mexico

Is it Possible to Transfer the Japanese Style of Management to a Different Cultural Society?: An Analysis Based on a Job-Consciousness Survey at Mayekawa's Factory in Mexico

What prevents public and private workers in Japan from recognizing gender inequality?

Although the percentage of women in Japan’s workforce has increased substantially over the last 30 years, gender inequality in terms of income and position has persisted. A major problem is the lack of consciousness around gender inequality in society. Our study aims to explore the factors, particularly the Japanese style of management and cultural norms, that prevent workers in the public and private sectors from recognizing gender inequality. The Working Life Survey data collected from 1999 to 2011 were used for empirical analysis. The research finds that while there are no significant differences in the perceptions of gender inequality between public workers and their private counterparts, the factors influencing their consciousness of gender inequality do differ. The article also discusses the implications of our findings for efforts to promote gender equality throughout the Japanese workforce.Points for practitionersGender equality in the Japanese workplace is considerably low in a global context. Despite substantial gender gaps, the Working Life Survey of 1999–2011 reveals that 32.4% of 9231 workers answered that different treatment based on gender in Japanese workplaces is “fair” or “almost fair.” Examining these data, the study finds that there are no significant differences in the consciousness of gender inequality between public workers and their private counterparts. In addition, while distinctive Japanese management practices are influential on private workers’ consciousness of gender inequality, they do not affect that of public workers.

Reforming Japanese-style management: destabilizing hegemony through discourse intervention

This paper examines the attempts of Japanese business groups to destabilize the discursive hegemony of Japanese-style management and replace it with a new neoliberal order advantageous to management interests. Japanese-style management (Nihon-teki keiei) can be seen as a key element of Japanese social identity, which interpellates both workers and management into performing particular institutional practices. Altering these practices requires not only deregulatory reforms to the labor market but also a powerful discursive intervention to undermine and replace sedimented positions. Through an analysis of public policy documents, this paper shows how Japanese business groups have been carrying out such an intervention through the articulation of two keywords – “diversity” (tayōsei) and “independent-style employee” (jiritsu-gata jinzai) – which are used ambiguously to structure a controversial deregulatory agenda into existing discourses of globalization, creativity and social values.