Japanese Management: International perspectives

173 Pages·2016·1.306 MB·English

by  Hitoshi Iwashita

Japanese Management
This book provides a new understanding of the constellations of logics in Japa-
nese management practices in Asia and the West. Through comparative ethno-
graphic case studies of a Japanese multinational corporation (MNC), the book
explores the cultural meanings of family, corporation, market and religion logics
at each subsidiary’s site in Thailand, Taiwan, Belgium and the United States.
In doing so, the book defines cultural space through an institutional logic
approach. It argues that logics are culturally interpreted, which can impose a
serious limitation on the institutional logic approach based on the analysis of
Western society. It reveals that Japanese ‘family’ logics and Theravada Buddhism
in Asia are strengthening each other and this directly supports the presupposi-
tion of amplification. It further elaborates on the ongoing constellations of logics
that are continuously formed in relation to geographical contexts. The book also
explains that the boundaries of organisational communities are not automatically
formed by Japanese expatriates but constructed through the actors’ profiles,
which, in turn, raises their importance.
Therefore, this book is a must-read for researchers, managers and anyone inter-
ested in Japanese MNCs.
Hitoshi Iwashita (PhD, MBA) is an academic researcher and management con-
sultant in terms of international management, cross cultural management and
leadership, managerial work, strategy execution, and organisation studies. He
taught organisational behaviour at Cardiff Business School and GLOBIS Man-
agement School. Before becoming a doctoral researcher, he was an independent
management consultant, a representative at Value Associates Inc. He completed
an International MBA from IE Business School, and received a PhD in Busi-
ness and Management from Cardiff Business School. His continuing inter-
est lies in developing practice oriented research and education in cross cultural
management.
‘This book examines Japanese multinational subsidiaries as hybrid forms of
organisation, bridging national institutional contexts and cultures. Taking an eth-
nographic approach his study helps us with two important challenges: to reduce
the artificial analytical boundary between the firm and its context, and to move
from simple stereotypes to more nuanced characterisations of national and cor-
porate cultures. This book is thoughtful, insightful and unashamedly personal. In
keeping with the opening quote of the book by Edward T. Hall the reader comes
away with a strong sense that the author has learnt more about his own culture
through his reflections about others.’
— Simon Collinson, Professor of International Business and Innovation,
Dean, Birmingham Business School, University of Birmingham, UK
Routledge Frontiers of Business Management
For a full list of titles in this series, please visit www.routledge.com/series/rfbm
1 Managing Innovation and Cultural Management in the Digital Era
The case of the National Palace Museum
Edited by Rua-Huan Tsaih and Tzu-Shian Han
2 Managing Convergence in Innovation
The new paradigm of technological innovation
Edited by Kong-rae Lee
3 Corporate Sustainability Assessments
Sustainability practices of multinational enterprises in Thailand
Edited by Jerome D. Donovan, Cheree Topple, Eryadi K. Masli and Teerin
Vanichseni
4 Knowledge Spillover-based Strategic Entrepreneurship
Edited by João J. Ferreira, Leo-Paul Dana and Vanessa Ratten
5 Japanese Management
International perspectives
Hitoshi Iwashita

Japanese Management
International perspectives
Hitoshi Iwashita
First published 2017
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an informa
business
© 2017 Hitoshi Iwashita
The right of Hitoshi Iwashita to be identified as author of this work
has been asserted by him in accordance with sections 77 and 78 of the
Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilised in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or retrieval
system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks, and are used only for identification and
explanation without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging in Publication Data
Names: Iwashita, Hitoshi, 1972– author.
Title: Japanese management : international perspectives / by Hitoshi
Iwashita.
Description: Abingdon, Oxon ; New York, NY : Routledge, 2017. |
Series: Routledge frontiers of business management ; 5 | Includes
bibliographical references and index.
Identifiers: LCCN 2016028530 | ISBN 9781138680661 (hardback) |
ISBN 9781315308272 (ebook)
Subjects: LCSH: Management—Japan. | International business
enterprises—Japan. | Corporations, Japanese.
Classification: LCC HD70.J3 I8696 2017 | DDC 658.00952—dc23
LC record available at https://lccn.loc.gov/2016028530
ISBN: 978-1-138-68066-1 (hbk)
ISBN: 978-1-315-30827-2 (ebk)
Typeset in Galliard
by Apex CoVantage, LLC
Contents
List of figures ix
List of tables x
Preface xi
1 Introduction 1
2 Company as family in Japanese MNCs? 8
3 An institutional logic approach and constellations of
logics: family, religion, market and corporation logics 24
4 Comparative ethnographic case study 46
5 Varieties of subsidiaries in Asia and the West: JapanCo 60
6 Ongaeshi as a return for favour to organisations:
customer development 85
7 Either self-interest or family interest?
work and employment 98
8 Profiles of Japanised managers: work organisation 115
9 Discussion and conclusion 133
Appendix 145
Bibliography 152
Index 159

Figures
5.1 Total sales by domestic and international market 63
5.2 Total sales by in-house company 64
5.3 Sales volume by subsidiaries 68
5.4 The organisational chart of JapanCo 68
5.5 The organisational structures between Japanese and locals 69
5.6 JTHAI sales by customers 75
5.7 JTAIW sales by customers 75
5.8 JUSA sales by customers 76
5.9 JEU sales by customers 77
5.10 The overall organisational chart in JTHAI 78
5.11 Historical change of organisational structure in JTHAI 1995 79
5.12 The organisational chart of JTAIW 79
5.13 Historical change of organisational structure in JTAIW 79
5.14 The overall organisational chart of JUSA 80
5.15 Historical change of organisational structure in JUSA 1995 80
5.16 The organisational chart of JEU 81
5.17 The historical changes in the organisational structure in JEU 2001 81
5.18 The office layout of JTHAI 82
5.19 The office layout of JTAIW 82
5.20 The office layout of JUSA 83
5.21 The office layout of JEU 83
8.1 The organisational structures for Japanese and locals 116
8.2 Three interpretations of the positions of the Japanese expatriate 121
A.1 The organisational chart of the Advanced Automation division
in JTHAI 146
A.2 The organisational chart of the Building Automation division in
JTHAI 147
A.3 The organisational chart of AA division in JTAIW 148
A.4 The organisational chart of BA division in JTAIW 149
A.5 The sales and marketing organisational chart in JUSA 150
A.6 The operations organisational chart in JUSA 150