Economic Models - Convex Optimization

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Toward a Theory of Japanese Organizational Culture 145 MAV LC CP NC OC MEV MIV HRMPJ Where “NC” is “National Culture”; “OC” is “Organizational Culture”; “LC” is “Leader Culture”; “MAV” is “Macro-Values of Culture”; “MEV” is “Meso-Values of Culture”; “MIV” is “Micro-Values of Culture”; “HRMPJ” is “Human Resources Management Practices in Japan”, and “CP” is “Corporate Performance”. Figure 2. Value–culture–performance: a thematic presentation. and commitments, and (c) the contribution of the organization to the society. If we consider the contribution of the organization to society that is already taken into account by the customers’ satisfaction and employees’ satisfaction, then CP has these two important contributory factors. Theoretical relationship between the observed variables and the underlying constructs are specified in an exploratory model, represented in Fig. 2. In Fig. 3, a more elaborate model, including the unique HRM system of the Japanese companies is described. Figure 3 represents a Linear Structural Relations (LISREL) version (Joreskog and Sorbom, 1999) of the model, which can be estimated using the methods of structural equation modeling (Raykov and Marcoulides, 2000). 5. Discussion The proposed theory describes the relationship between NC and CPs through OC with the HRM system affecting the nature of the culture and leadership. These inter-relationships are important aspects of the Japanese corporate behaviors in a multinational setting and this proposed theory is an attempt to understand the Japanese corporate culture. Analysis of the Japanese culture and organizations by outsiders so far suffers from a number of defects (Ikeda, 1987; Watanabe, 1998). They neither try to understand the effects of the Japanese value system on their organizations nor do they give any importance to the relationship between
146 Victoria Miroshnik A1 A2 A3 D1 D2 D3 D4 B1 B2 B3 MAV NC OC LC CP H1 B4 MEV MIV G1 G2 G3 FG F6 H21 C1 C2 C3 C4 C5 HRMPJ F1 F2 F3 F4 F5 E1 E24 Where “NC” is “National Culture”; “OC” is “Organizational Culture”; “LC” is “Leader Culture”; “MAV” is “Macro-Values of Culture”; “MEV” is “Meso-Values of Culture”; “MIV” is “Micro-Values of Culture”, and “CP” is “Corporate Performance”; A1 “Religious Values”, A2 “Moral Values” A3 “Habitual Values” are indicators for MAV variable; B1 “Power Distance”, B2 “Individualism/Collectivism”, B3 “Masculinity/Femininity” are indicators for NC variable; C1 “Uchi/Soto Value”, C2 “Deru Kuiwa Utareru Value”, C3 “Senpai/Kohai Value”, C4 “Hou-Ren-Sou Value”, C5 “Kaizen Value” are indicators for MEV variable; D1 “Stability”, D2 “Flexibility”, D3 “External Focus”, D4 “Internal Focus are indicators for OC variable”; E1 “On-Job-Training”; E2 “Emphasis on Personality of Recruits” are indicators for HRMPJ variable; F1 “Sense of Belonging to a Group Value”, F2 “Respect and Recognition from Others Value”, F3 “Sense of Life Accomplishment Value”, F4 “Self-respect Value”, F5 “Kangaekata Value”, F6 “Ishiki Value” are indicators for MIV variable; G1 “Leader as Facilitator”, G2 “Leader as Innovator”, G3 “Leader as Technical Expert”, G4 “Leader as Competitor” are indicators for LC variable; H1 “Customers Satisfaction”, H2 “Employees satisfaction and Commitment” are indicators for CP variable. Figure 3. Research model: Values-culture-performance (VCP): predicted paths between variables and indicators. performance and culture. So far, the success of the Japanese companies was analyzed only in terms of their unique production and operations management system. However, the inter-relationship between the production and operations management system, which is a part of the OC, and the specific HRM system it requires for its proper implementation, was not given sufficient attention. The typical example is the analysis of the failure of the implementations of Japanese operations management system in Britain by Oliver and Williamson (1992) or in China by Taylor (1999). They could not explain the reason for the failure, as they have not analyzed the Japanese OC and particularly the HRM system.
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ECONOMIC MODELS Methods, Theory and
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ECONOMIC MODELS Methods, Theory and
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This Volume is Dedicated to the Mem
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Contents Tom Oskar Martin Kronsjo:
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Tom Oskar Martin Kronsjo: A Profile
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Tom Oskar Martin Kronsjo students t
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About the Editor Prof. Dipak Basu i
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Contributors Athanasios Athanasenas
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Contributors Victoria Miroshnik, is
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xx Introduction type of model is ve
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4 Olav Bjerkholt Among these was al
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6 Olav Bjerkholt method, searching
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224 Index fiscal expansions, 91, 92
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Economic Models - Convex Optimization

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