Decision-making and Japan

Through a series of case studies involving over 100 companies in Japan, Europe and Asia, the author concludes that Western individualism and Japanese groupism or corporatism are shown to be not necessarily incompatible or mutually exclusive. However, this conclusion is based on an assumption that both cultures are capable of comprehending the inherent difficulties in trying to achieve an objective appreciation of each other's value systems and cultural differences that are reflected in the different approaches to corporate decision-making and management philosophy. Special consideration is given to Japanese affiliate organizations, particularly UK-based Japanese companies, and how non-Japanese staff are or are not integrated into the Japanese corporate structure. The author also addresses the fundamental question of how the criteria, readily applied in Japan, of Total Quality Control and Total Quality Management are applied by Japanese companies overseas. This book will be welcomed at many levels, including those involved in associated business studies course work, briefings and seminars; it will also be of special interest to those who are currently involved directly or indirectly with Japanese affiliate companies (including joint-ventures) in different parts of the world.