Postulation of India-Japan Vedic-Buddhist cross-cultural management cluster: conceptualizing a spiritual philosophy-based explanation for emerging theory

Abstract

Purpose Though there is emerging research that induces a postulation for a Vedic–Buddhist (V–B) cultural cluster, good theory development requires not only generalizability but also strong explanation. This paper aims to address the explanation gap to strengthen emerging theory development. Design/methodology/approach Religion-derived spiritual philosophy travel is traced from historical origins in India to contemporary Japanese management practice and its underpinning values. Findings The enhanced explanation developed in this paper finds a clear trace of spiritual values with roots in India surfacing in contemporary Japanese management as identified in extant cross-cultural management (CCM) literature. Research limitations/implications This paper offers important explanation to strengthen emerging theory on the novel idea of a V–B CCM cluster. Practical implications The strengthening of explanation for emerging theory adds to the case for modification of the traditional CCM meta-narrative that has positioned India and Japan in separate cultural clusters. Social implications Strengthening the postulation of a V–B cultural cluster potentially lubricates foreign investment from Japan to India contributing to achievement of United Nations Sustainable Development Goal no. 17 that pertains to international partnerships. Additionally, the findings raise questions for public policymakers who in modern times occlude religion from the public sphere. Originality/value This paper offers novel explanatory perspectives for emerging CCM theory, potentially expanding the spiritual philosophy avenue of management research.

Japanese self‐initiated expatriates' adjustment to Indian assignments: the role of traditional values

“…Moreover, linking CCM to talent management, Ashta, Stokes and Hughes (2019) further found that communication friction in the Japan-India context does not differ extensively from cross-cultural dyads, challenging prevailing theories of Western contexts, and reinforcing the need for indigenous research implored by Barkema et al (2015). Relevantly, the spiritual philosophy-based conceptualization of an India-Japan CCM cluster (Ashta 2021) provides fresh impetus and new context to re-open examination of the assumptions and boundary conditions of extant expatriate and talent management knowledge while generating new theoretical insights (Liu and Vrontis 2017). The Japanese SIE experience in India is in general under-researched and the empirical examination of traditional culture as an enabler/inhibitor of Japanese SIE individual-level adjustment factor in India has hitherto eluded focal attention.…”

“…Meanwhile, there is broad acceptance that spiritual values contribute to national culture (Westwood and Lok 2003) and the usefulness of spiritual values commonality (the value of harmony, for example) for adapting to CCM situations has been discussed in prior empirical research on the India–Japan dyad (Ashta, Stokes and Hughes 2018). Furthermore, there is emerging CCM research that conceptualizes an India–Japan clustering based on intersecting Vedic‐Buddhist spiritual philosophy‐based cultural values (Ashta 2021). However, the Ashta (2021) research is conceptual; it does not provide empirical evidence that would elucidate how such traditional spiritual philosophy based cultural values manifest in Japanese SIE adjustment to India.…”

“…Furthermore, there is emerging CCM research that conceptualizes an India–Japan clustering based on intersecting Vedic‐Buddhist spiritual philosophy‐based cultural values (Ashta 2021). However, the Ashta (2021) research is conceptual; it does not provide empirical evidence that would elucidate how such traditional spiritual philosophy based cultural values manifest in Japanese SIE adjustment to India. Thus, there is a marked absence of nuanced insight into a potentially wide variety of (East) Asian to (South) Asian contextual combinations.…”

Marketing, Value Creation and Values Dynamics: Gazing Out to Asia and Europe from Kitakyushu

“…The example of Matsumoto mentioned here replicates the idea of the flow of Buddhism from India to Japan over centuries (cf. Ashta, 2021a; Ashta et al, 2018, 2019). Further, considering the evidence that meditation is often taught without charge (e.g., Dhamma Bhanu, 2022), my argument follows Mahajan’s (2020) definition: if the customer is charged zero, then it syllogically follows that for a repeat visitor value is being created to the extent she/he got benefits and services over what she/he paid.…”

National Identity, Othering and Resistance: Host Country Manager’s Experience at a Japanese Multinational Enterprise in India

“…Considering that this research is about national identity, the argument develops that the cultural similarity across Japan and India (e.g., Ashta, 2021) should permit the ERNI to be relevant to the Indian HCM, too. The research reviewed other extant CCM scholarships for a finer-grained examination.…”