Public Relations in Japan: The Cultural Roots of Kouhou

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

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

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

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

The rehabilitation of the “nation variable”

“…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.…”

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

“…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.…”

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

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

The rehabilitation of the “nation variable”

“…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.…”

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

“…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.…”

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

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

The rehabilitation of the “nation variable”

“…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.…”

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

“…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.…”