Cultural practices in the Spanish subsidiaries of Japanese companies

Abstract

The number of Japanese corporations established in Spain increased remarkably during the 1980s, as a result of the political stability that Spain had reached, low salaries, the growing markets, the standard of living, and Spain’s joining of the EEC. In this work, we study the degree of implementation of typical Japanese organisational methods in the Spanish subsidiaries, based on the opinions of 57 Japanese presidents and directors in these Spanish branches. We discuss not only the level of assimilation of Japanese business culture, but also the opinion of these executives concerning economic and business activity in Spain.

Human Resource Management in Spain: Are Cultural Barriers Preventing the Adoption of Global Practices?

“…Bayo-Moriones and Merino-Diaz de Cerio (2001) found that only 17 percent of workers in Spanish manufacturing firms work in teams. Managers in Spanish subsidiaries of a Japanese company reported that Spanish workers are unwilling to participate in teamwork, and they attribute this to their self-focus, as compared to the group focus of Japanese workers (Adenso-Díaz, Kawamura, & González-Torre, 1999).…”

“…For example, Japanese executives have complained that trade unions in Spain are "antagonistic" and "anchored in the past." They say that Japanese investment in Spain is hindered by labor relations, strikes, the union system, and the resulting high wages (Adenso-Díaz et al, 1999).…”