Control systems and strategic adaptation: Lessons from the Japanese experience

Abstract

A model of cultural control is developed and contrasted with the more familiar bureaucratic control model. This model is used to explain processes of strategic adaptation as observed in Japanese cultural control and American bureaucratic control firms. A discussion of the strategic costs and benefits to the organization associated with each type of control is then presented.

Go and Chess as prognosis instruments for understanding competitive positions

“…This domestic protectionism, which is seen as an important prerequisite for the establishment of a strong home base in times of expansion, is regarded by many as the principal reason for the present lethargy of the Japanese system. In particular, cultural control makes the process of strategic adjustment more difficult in the long run ( Jaeger and Baliga, 1985). Adjustments that can undermine cultural values are being rejected.…”

Parent country nationals or local nationals for executive positions in foreign affiliates: An empirical study of Japanese affiliates in Korea

“…Other studies find reasons for Japanese practices of human resource management at foreign affiliates in control and communications. Jaeger and Baliga (1985) explained the Japanese control system as a culture-intensive system. The culture-intensive control systems utilize employees' internalization of and moral commitment to a firm's norms, values, objectives and ways of doing things.…”

“…(Bartlett & Yoshihara, 1988;Beamish & Inkpen, 1998;Jaeger & Baliga, 1985;Tung, 1984) They examined various linear relationships between organizational characteristics, corporate culture, compensation, knowledge transfer and learning and the reliance on PCNs. Considering the effort of previous studies, it now seems necessary to investigate a more complex question, 'under what conditions is it more or less likely that Japanese MNCs rely on PCNs for their staffing at foreign affiliates?'…”

Anomie and the Marketing Function: The Role of Control Mechanisms

“…Control of marketing activities guides the marketing team by specifying the procedures that ought to be adopted for performing specific tasks (Jaeger and Baliga, 1985;Ramaswami, 1996). The prerequisites to the effective implementation of activity control include clearly defined procedures for the marketing processes and a strict adherence to those procedures (Ramaswami, 1996).…”