Public Relations in Japan: The Cultural Roots of Kouhou

Cooper-Chen, Anne; Tanaka, Michiyo

doi:10.1080/10627260701727036

Cited by 20 publications

(5 citation statements)

References 12 publications

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“…The brand image suffered, and the president resigned. Collective decisionmaking often results in sluggish responses to crises [2].…”

Section: Mondai Iii: Decision Making Strategymentioning

confidence: 99%

Clipping the roots before planting: A three-part examination of interpersonal Japan-U.S. business interactions

Reynolds

2009

2009 IEEE International Professional Communication Conference

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This paper examines the divide between Japanese and U.S. business communication strategies as it manifests in interpersonal interactions and offers solutions for improved cross-cultural discourse. Often, the divides that arise during exchanges between Japanese and American communicators are due to the misreading of cultural norms specific to each culture.The author calls out three fundamental components of Japanese national culture that represent potential challenge areas for Western communicators when not addressed properly. These challenge areas were selected based on the author's personal experiences accrued while living and working in Japan. It is hoped that a distillation of the cultural components associated with each scenario will help advance the conversation about the challenges involved in cross-cultural communication while simultaneously fostering a more accurate understanding of the manner in which Japanese and American cultures interface communicatively.

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“…The brand image suffered, and the president resigned. Collective decisionmaking often results in sluggish responses to crises [2].…”

Section: Mondai Iii: Decision Making Strategymentioning

confidence: 99%

Clipping the roots before planting: A three-part examination of interpersonal Japan-U.S. business interactions

Reynolds

2009

2009 IEEE International Professional Communication Conference

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“…Zerfass et al, 2014), but the bulk of research consists of country-by-country studies, where the degree of professionalism serves as a (normative) reference (e.g. Cooper-Chen and Tanaka, 2008;Doan and Bilowol, 2014;Gupta, 2007;Kim and Hon, 1998;Kirat, 2006;Lim et al, 2005;Mellado and Barria, 2012;Niemann-Struweg and Meintjes, 2008;Sriramesh and Verčič, 2009b;Wu and Taylor, 2003;Zulhamri and Threadgold, 2008). Well-educated practitioners committed to ethical principles and holding a strong position within the organisation are typically benchmarks for professionalism.…”

Section: Literature Reviewmentioning

confidence: 99%

The rehabilitation of the “nation variable”

Hoffmann

Röttger²,

Ingenhoff³

et al. 2015

Corporate Communications: An International Journal

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Purpose-Despite an impressive body of international research, there is a lack of empirical evidence describing the ways in which organisational environments influence the practices of corporate communications (CC). A cross-cultural survey in five countries contributes to closing this research gap. The paper aims to discuss this issue. Design/methodology/approach-What makes the research design innovative is that the questionnaire incorporates both practitioners' perceptions of the cultural context and the relevance of CC practices. The sample comprises 418 practitioners from the most senior positions in CC in the biggest companies in Australia, Austria, Germany, Indonesia, and Switzerland. By choosing a systematic access to the field the authors circumvent shortcomings of "snowball" sampling techniques. Findings-While cultural perceptions and CC priorities vary to a certain degree, there are hardly any significant correlations between the two. Meanwhile, the "nation variable", and the institutional settings associated with it, are more instructive when explaining differences in CC. Research limitations/implications-A large cross-cultural survey needs to take a "birds eye view" and, as such, is able to identify only general tendencies when describing relations between perceptions of culture and CC practices. Future case studies and qualitative research could explore more subtle ways in which CC is influenced not only by the cultural context, but alsoand probably even moreby institutional environments. Originality/value-This is the first cross-cultural survey to systematically describe on the level of primary data, the links between CC practices and perceptions of the organisational environment. Since the results indicate only a limited impact of culture, the authors would recommend the rehabilitation of the "nation variable". Provided it is understood and differentiated as a representation of specific institutional contexts, the nation variable is likely to prove highly instructive when accounting for the diversity of CC observed around the world.

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“…Given these differences, we might expect individuals from cultures with a short‐term orientation to feel more comfortable making a request (engaging, requesting). In contrast, someone from a culture with a long‐term orientation would be more inclined to respond to his/her personal need by deferring action to another time (i.e., thinking longer term, bigger picture), and making the necessary changes personally to adapt to the situation (Cooper‐Chen & Tanaka, 2008). This includes waiting for the other party to broach the subject once engaged, if not deferring physical engagement.…”

Section: Culture and Initiation Behaviormentioning

confidence: 99%

Why People Don't Ask: Understanding Initiation Behavior in International Negotiations

Volkema

2012

Thunderbird Intl Bus Rev

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Negotiation is an interactive process that is important to all aspects of organizational success, a process that begins with communicating one's wants or needs. For many individuals, engaging others and asking for what one wants (i.e., initiating a negotiation) is a challenging task, made more difficult in an international context. Yet due to the integration of world markets, this is exactly the type of environment that many organizational representatives are facing with increasing regularity. This article offers an overview of the personal characteristics and situational factors that infl uence an individual initiating a negotiation (engaging a counterpart, making a request, and optimizing that request), with specifi c attention to seven cultural factors that must be understood to be most effective in international settings. The ways in which these cultural factors are likely to affect one's decision to engage a counterpart and style of delivery are illustrated for three countries: the United States, China, and Brazil. phenomenon subsequently experienced by the author several times as well: waiters steadfastly refused modifications, referring customers back to items on the menu. This is consistent with the high uncertainty avoidance and low masculinity culture of Chile.

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Public Relations in Japan: The Cultural Roots of Kouhou

Cited by 20 publications

References 12 publications

Clipping the roots before planting: A three-part examination of interpersonal Japan-U.S. business interactions

Clipping the roots before planting: A three-part examination of interpersonal Japan-U.S. business interactions

The rehabilitation of the “nation variable”

Why People Don't Ask: Understanding Initiation Behavior in International Negotiations

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