This study aims to explore the positive manners of dealing with cultural differences to efficiently implementtechnology transfer for Japanese subsidiaries in Vietnam. Based on Hofstede’s cultural dimensions theory, thestudy, which employed qualitative data collection approaches, including in-depth interviews, focus groupdiscussions, and observations, was conducted at thirteen Japanese manufacturing subsidiaries in Vietnam. Thedata were further analyzed using Adler’s framework on intercultural interaction synergy. The results were: (1)Differences between Vietnamese and Japanese management existing in implementing technology transfer aretraced back to each national culture fundamental, mainly lie on dimensions of Collectivism and Power Distance;and (2) strategic activities directly convincing Vietnamese staff behaviors and addressing the mindset ofJapanese and Vietnamese staff were taken to minimize the above differences. This study proposes the workingframework towards hybrid corporate culture that flexibly incorporates local practices while maintaining coreJapanese management. It can help achieve efficiently technology transfer performance for Japanese firms doingbusiness in developing countries, especially Vietnam.