No modern-day culture is quite as distinctive as the Japanese, no market quite as peculiar to Western companies. Establishing a presence in Japan is not simply a matter of “…do as the Japanese do”, but rather a tricky balancing act between an established corporate culture and a strong traditional value system.
A corporate culture that corresponds to the interests of employees is a crucial element of success and will inevitably impact on business. This idea, that received a lot of attention in the last decades of the 20th century, continues to occupy the minds of both managers and academic researchers today. It is challenging enough to create a positive and motivating organizational culture within the borders of one organization and one country. However, challenges multiply and develop in often unpredictable directions when a multinational corporation has to construct an effective corporate culture that matches the values and expectations of employees in its foreign subsidiaries.
National versus corporate culture
N. Adler, an expert in the field of intercultural management, argues that national culture in a multinational firm outweighs organizational culture. The experiences of foreign ...
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