TITLE

Executive Commentary

AUTHOR(S)
Tsurumi, Yoshi
PUB. DATE
November 1993
SOURCE
Academy of Management Executive;Nov93, Vol. 7 Issue 4, p38
SOURCE TYPE
Academic Journal
DOC. TYPE
Editorial
ABSTRACT
The author discusses some of the differences in management styles between Japanese and American businesspeople. The author notes that while these differences do not exist accross the board, they are indicative of some of the cultural differences between the U.S. and Japan. The author examines some of the cultural reasons at the root of the differences in management methods used by Japanese and American executives and notes that understanding these differences will improve business relations.
ACCESSION #
9503103197

 

Related Articles

  • Cultural constraints in management theories. Hofstede, Geert // Executive (19389779);Feb1993, Vol. 7 Issue 1, p81 

    Management as the word is presently used is an American invention. In other parts of the world not only the practices but the entire concept of management may differ, and the theories needed to understand it, may deviate considerably from what is considered normal and desirable in the USA. The...

  • Corporate Planning Practices in Japanese Multinationals. Hayashi, Kichiro // Academy of Management Journal;Jun78, Vol. 21 Issue 2, p211 

    Corporate planning practices in 19 Japanese multinationals are examined in terms of a set of theoretical premises for corporate planning. Deviations of the existing practices from the premises are identified and partly explained by socio-cultural characteristics peculiar to Japanese management....

  • The Science and Values of Administration--I. de Grazia, Alfred // Administrative Science Quarterly;Dec60, Vol. 5 Issue 3, p362 

    In the first of two parts the author, asserting that all action is purposive, calls group-performed habitual actions "administration." The task of administrative science is to generalize about all administrative situations. How the science selects and abstracts data and chooses and phrases...

  • Examination of Cultural Response Bias. Dossett, Dennis L. // Academy of Management Best Papers Proceedings;1988, p96 

    Analysis of cross-cultural research argued for identifying end measuring culturally-specific response biases to control nonrandom error in research. A specific response bias among Korean respondents generalized across six different constructs. Control of common method variance enhanced construct...

  • Corporate Social Performance, Stakeholder Orientation, and Organizational Moral Development. Logsdon, Jeanne M.; Yuthas, Kristi // Journal of Business Ethics;Sep97, Vol. 16 Issue 12/13, p1213 

    This article begins with an explanation of how moral development for organizations has parallels to Kohlberg's categorization of the levels of individual moral development. Then the levels of organizational moral development are integrated into the literature on corporate social performance by...

  • Positive Organizational Behavior: A Buffer for Bad News. French, Sandra L.; Holden, Tracey Quigley // Business Communication Quarterly;Jun2012, Vol. 75 Issue 2, p208 

    Most communication research on bad news messages focuses on crisis communication, where attention is often limited to image repair strategies. The authors argue that a key indicator of an organization’s effectiveness in communicating “bad news” messages is its organizational...

  • THE RELATIONSHIP BETWEEN THE IMPLEMENTATION OF CSR AND THE DISTANCE TO AUTHORITY. WOLNIAK, Radosław // Systems Supporting Production Engineering;2015, Vol. 10 Issue 1, p128 

    Cultural issues exert a significant influence on the functioning of the organization and implementation of CSR. In the following paragraphs paper presents aspects of organizational culture, one of the dimensions analyzed by G. Hofstede – distance to the government and it is pointed out...

  • Management European style. Calori, Roland; Dufour, Bruno // Academy of Management Executive;Aug95, Vol. 9 Issue 3, p61 

    Do Europeans manage differently from the Japanese or North Americans? These authors think so, and they back up that claim after extensive interviews with fifty-two top executives from some of western Europe's major "blue chip" firms. Clearly, the answer to this question is of prime interest to...

  • West Meets East: Toward an Ambicultural Approach to Management. Ming-Jer Chen; Miller, Danny // Academy of Management Perspectives;Nov2010, Vol. 24 Issue 4, p17 

    In the aftermath of the recent economic crisis, the world is looking for fresh ideas and new perspectives. Business reality has transformed from "West leads East" to "West meets East." A thriving Chinese business culture represents not only a source of economic partnership but a potential fount...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics