Japanese Management Philosophies: From the Vacuous to the Brilliant

Sullivan, Jeremiah J.

doi:10.2307/41166694

Cited by 26 publications

(14 citation statements)

References 2 publications

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“…Studies also found that Japanese and Americans expatriates often carry their cultural baggage -values and behaviour -because their learned behaviour is hard to change, and, besides, most them are assigned overseas for a short period of time and do not have strong incentives to change their behaviour (Pucik, Hanada and Fifield, 1989;Sullivan, 1992;Stenning and Hammer, 1992). Schermerhorn and Bond (1990) found cultural differences in the use of influence tactics between the Americans and Hong Kong Chinese.…”

Section: Hypothesesmentioning

confidence: 96%

Downward influence styles in cultural diversity settings

Yeh

1995

The International Journal of Human Resource Management

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This study used the cultural value of individualism to explain the direct interpersonal influence behaviour used by Japanese and American expatriates and the indirect structural influence pattern which together have moulded the influence behaviour of Taiwanese managers. As predicted, the collectivists (Japanese expatriates) were found to use more assertiveness, exchange and higher authority strategies than the individualists (American expatriates). Differences in downward influence style between Taiwanese managers in Japanese and in American subsidiaries did reveal the acculturation effects of Japanese and American organizational cultures. Familiarity with local cultural values and language increased the frequency of using influence for Taiwanese managers, but did not afford the Japanese an influence style similar to the Taiwanese.

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Section: Hypothesesmentioning

confidence: 96%

Downward influence styles in cultural diversity settings

Yeh

1995

The International Journal of Human Resource Management

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“…Research suggests the existence of a (significant) mismatch between the procedures and policies that Japanese companies are reported to practice and what is actually taking place (e.g. Wilkinson & Oliver 1989;Sullivan 1992). Bearing in mind the diversity in perception and understanding of lean production, and given that the literature often serves as inspiration for management debate in the west, it could be argued that more attention should be given to the question of coherence between actual practices in Japan and the western perception of the Japanese production and management systems.…”

Section: Lean Production and Manufacturingmentioning

confidence: 99%

Lost in transition: the transfer of lean manufacturing to construction

Jørgensen¹,

Emmitt

2008

Engineering, Construction and Architectural Management

115

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Purpose -The objective is to explore the transfer of lean manufacturing/production from the Japanese manufacturing industry to the construction sector in the west. Design/methodology/approach -Research literature from the fields of lean manufacturing/production and lean construction was reviewed. This revealed a number of characteristics that are specific to lean construction, most notably the recognition that critical research findings have been slow to emerge but appear to be gaining momentum. Findings -In the transition from manufacturing to construction the process losses appear to be related to critical aspects and the challenges surrounding practical application to a different context. Lean is highly interpretive and there is no shared definition or understanding of what is meant by lean, lean production, and lean construction. The focus has been mainly on production system design, planning and management, and implementation. This narrow focus has meant that some important issues concerning the wider aspects of lean have been overlooked. There is a need for a 'back to basics' discussion on many other aspects of the approach, such as whole-life value and waste identification. Research limitations/implications -The work is limited to an extensive literature review. Originality/value -The extensive literature review makes an original contribution to the lean construction field and provides a valuable resource for researchers.

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“…They are dealt with through a 'preventive' approach (mainly counselling) or if necessary through 'surgical, direct treatment' (strong negative sanctions). Hence, as Sullivan (1992, p. 72) puts it: 'What looks like loyalty in Japan is often really submission to inevitable and not easily assailed managerial power. '…”

Section: The Japanese Institutional Environmentmentioning

confidence: 99%