INCLUSIVENESS AND EXCLUSIVENESS OF JAPANESE-STYLE MANAGEMENT ABROAD - SOME EVIDENCE FROM SOUTHEAST ASIA

Abstract

Research has shown that, when Japanese companies go abroad, they continue to apply their distinctive Japanese-style management – with perhaps some adaptation to local economic and socio-cultural contexts. What has not been researched so far is how inclusive or exclusive Japanese-style management is for those working within the organisation. Based on case studies carried out in eight Japanese companies in Ca m bodia, Thailand and Vietnam, this paper investigates how Japanese and local managers and employees are either included or excluded by the values, management styles and ways of decision-making prevailing in their company. The evidence not only shows differences in perceptions but also reveals some questionable aspects of Japanese-style management. It seems to be much more exclusive than suggested by either most stereotypical research on or popular understanding of Japanese management.