Economic Models - Convex Optimization

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Toward a Theory of Japanese Organizational Culture 147 In a Japanese company, the LSs and the OC are designed by the HRM system; these are not coming from outside. An effective corporate performance is the result of these underlying determinants of OC and LSs. Thus, in a Japanese organization, LS is rooted in the HRM system, which emerges from the MEVs of the Japanese national culture. Whether efficient CPs can be repeated in foreign locations depends on the transmission mechanism of the Japanese OC, which in turn, depends on the adaptations of the Japanese style HRM system. This can face obstacles due to the different MEVs in a foreign society and as a result, OC in a foreign location may be different from the OC of the company in Japan. Adaptation of the operations management system alone will not create an effective performance of a Japanese company in a foreign location. Creation of an appropriate HRM system and appropriate OC are essential for an effective performance. 6. Conclusion A proposed theory of the relationship, among NC, OC, human resources practices, and CPs for the Japanese multinational companies, is narrated. Cultural differences are important and these factors affect every component of the company behaviors and performances. The question was raised regarding the factors, which are relatively more important than the others and whether it will be possible to manipulate these factors in order to increase the performances of the multinational companies. The proposed theory may provide an answer to these issues. References Aoki, M (1990). Towards an economic model of the Japanese firm. Journal of <strong>Economic</strong> Literature 28, 1–27. Axel, M (1995). Culture-bound aspects of Japanese management. Management International Review 35(2), 57–73. Barlett, CA and H Yoshihara (1988). New challenges for Japanese multinationals: is organization adaptation their Achilles Heel. Human Resources Management 27(1), 19–43. Basu, S (1999). Corporate Purpose. New York: Garland Publishers. Calori, R and P Sarnin (1991). Corporate culture and economic performance: a French study. Organization Studies 12(1), 49–74. Cameron, KS and R Quinn (1999). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. New York: Addison-Wesley. Denison, DR and AK Mishra (1995). Toward a theory of organizational culture and effectiveness. Organizational Science 6(2), March–April, 204–223.
148 Victoria Miroshnik Fujino, T (1998). How Japanese companies have globalized. Management Japan 31(2), 1–28. Hofstede, G (1980). Culture’s Consequences: International Differences in Work-related Values. Beverly Hills, CA: Sage. Hofstede, G (1985). The interaction between national and organisational value system. Journal of Management Studies 22(3), 347–357. Hofstede, G (1990). Measuring organizational cultures: a qualitative and quantitative study across twenty cases. Administrative Science Quarterly 35, 286–316. Hofstede, G (1993). Cultural constraints in management theories. Academy of Management Executive 7(1), 81–94. House, RJ et al. (1999). Cultural influences on leadership: Project GLOBE. In Advances in Global Leadership, W Moblet, J Gessner and V Arnold (eds.), Vol. 1. Greenwick: CT, JAI Press, 171–234. Ikeda, K (1987). Nihon oyobi nihonjin ni tsuiteno imeji (Image of Japan and Japanese). In Sekai wa Nihon wo Dou Miteiruka (How Does the World See Japan). A Tsujimura, K Furuhata and H Akuto (eds.) Tokyo: Nihon Hyoronsa, pp. 12–31. Imai, M (1986). Kaizen: The Key to Japan’s Competitive Success. New York, NY: McGraw-Hill. Joreskog, KG and D Sorbom (1999). LISREL 8.30: User’s Reference Guide. Chicago: Scientific Software. Kahle, LR, RJ Best and RJ Kennedy (1988). An alternative method for measuring valuebased segmentation and advertisement positioning. Current Issues in Research in Advertising 11, 139–155. Kilman, R, MJ Saxton, and R Serpa (1985). Introduction: five key issues in understanding and changing culture, In Gaining Control of the Organizational Culture, R Kilman, M Gaxton and R Serpa (eds.), San Francisco: Jossey-Bass, pp. 1–16. Kobayashi, N (1980). Nihon no Takokuseki Kigyo (Japanese multinational corporations). Tokyo: Chuo Keizaisha. Kotter, JP and JL Heskett (1992). Corporate Culture and Performance. NY: The Free Press. Kujawa, D (1979). The labour relations of US multinationals abroad: comparative and prospective views. Labour and Society, 4, 3–25. Kumagai, F (1996). Nihon Teki Seisan Sisutemu in USA (Japanese Production System in USA). Tokyo: JETRO. Kumazawa, M and J Yamada (1989). Jobs and skills under the lifelong Nenko employment practice. In The Transformation of Work. S Wood (ed.). London: Unwin Hyman, 56–79. Marcoulides, GA and RH Heck (1993). Organization culture and performance: proposing and testing a model. Organization Science 14(2), May, 209–225. Morishima, M (1996). Renegotiating psychological controls, Japanese style. In Trends in Organizational Behavior. CL Cooper (ed.), Vol. 3. NewYork: John Wiley & Sons Ltd., 149–165. Morita, A (1992). A moment for Japanese management. Japan-Echo 19(2), 1–12. Miyajima, H (1996). The evolution and change of contingent governance structure in the J-firm system: An approach to presidential turnover and firm performance. Working Paper No. 9606. Institute for Research in Contemporary Political and <strong>Economic</strong>Affairs. Tokyo: Waseda University. Nakane, G (1970). Japanese Society. Harmondsworth: Penguin.
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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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224 Index fiscal expansions, 91, 92
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