Economic Models - Convex Optimization

Toward a Theory of Japanese Organizational Culture 143
MIVs and MAVs. Micro-values (MIVs) are composed of several factors
(Kahle et al., 1988). These are: (1) the sense of belonging; (2) respect
and recognition from others and (3) a sense of life accomplishments and
(4) self-respect.
Macro-values, according to the opinions of the executives of the
Japanese, firms are religious values, habitual values, and moral values.
There may be other MAVs, which are important for other nations like geography,
racial origin, etc., but for the Japanese, these are not so important
(Basu, 1999). Although moral and habitual values can be the results of
religious values, it is better to separate out these three values as distinct.
The moral and habitual values are different in Japan from other East Asian
nations. Honor and “respect from others” are central to the Japanese psychology.
Ritual suicides (Harakiri) are honorable acts for the Japanese, if
they fail in some way to do their duty. Habitual values are extreme politeness
on the surface, beautifications of everything, community spirit, and cleanness
are unique in Japan, which are not followed in any other countries
in Asia.
This is particularly true if we examine certain MEVs, which are neither
MIV nor MAV values, but are derived from the NC. It is possible to identify
five different MEVs, which are important outcomes of the Japanese NC.
These are discussed as follows:
(a) Exclusivity or insider-outsider (Uchi-Soto in Japanese) psychology by
which Japanese exclude anyone who is not an ethnic Japanese from
social discourse; (It is different from color or religious exclusivities. For
example, the Chinese or Koreans, who are living in Japan for centuries,
are excluded from the Japanese social circles.)
(b) Conformity or the doctrine of “nail that sticks up should be beaten
down”(Deru Kuiwa Utareru in Japanese) — deviations from the mainstream
norms are not tolerated;
(c) Seniority system (Senpai-Kohai in Japanese) by which every junior
must obey and show respects to the seniors;
(d) Collectivism in decision-making process (“Hou-Ren-Sou” system in
Japanese) and
(e) Continuous improvements (Keizen in Japanese), which is the fundamental
philosophy of the Japanese society.
These MEVs are exclusively Japanese, a reflection of the unique
Japanese culture (Basu, 1999; Nakane, 1970) and is fundamental to the
Japanese organizations.