Japanese multinationals abroad : individual and organizational learning
著者
書誌事項
Japanese multinationals abroad : individual and organizational learning
（Japan business and economic series）
Oxford University Press, 1999
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
This book brings together research on the spread of Japanese multinational firms around the world. The authors' research includes firms operating in the United States, Germany, Spain, Mexico, Italy, as well as countries in Southeast Asia. The continuing success of these firms provides a model for other countries and firms to understand and emulate.
The contributors in this book demonstrate how Japanese multinationals manage the people in their overseas operations and have wide-ranging implications for multinational performance as well as the performance of the local economies in which they operate. It is a learning experience for the Japanese managers when they find a cultural conflict with local workers and have to find ways to overcome this conflict in order for the local affiliate to succeed. Finally, the authors draw conclusions that
can be applied to multinational firms in other countries that are expanding into different cultures.
目次
Part I. Introduction
1: Allan Bird and Schon Beechler: The End of Innocence: Japanese Multinationals Abroad
2: D. Eleanor Westney: Changing Perspectives on the Organization of Japanese Multinational Companies
Part II. Putting Japanese and Local Nationals Together: Creating Third Cultures
3: Mary Yoko Brannen and Jane E. Salk: When Japanese and Other Nationals Create Something New: A Comparative Study of Negotiated Work Culture in Germany and the United States
4: Jill Kleinberg: Negotiated Understandings: The Organizational Implications of a Cross-National Business Negotiation
5: Noiya Sumihara: Roles of Knowledge and "Cross-Knowledge" in Creating a Third Cutlure: An Example of Performance Appraisal in a Japanese Corporation in New York
6: Rochelle Kopp: The Rice-Paper Ceiling in Japanese Companies: Why It Exists and Persists
Part III. Transplanting and Transforming Human Resource Management: Philosophies, Policies, and Practices at the Subsidiary Level
7: Sully Taylor: National Origin and the Development of Organizational Capabilities: The Case of International Human Resource Management in Two Japanese MNCs
8: Martin Kenney, Jairo Romero, Oscar Contreras, and Mauricio Bustos: Labor-Management Relations in the Japanese Consumer Electronics Maquiladoras
9: Vladimir Pucik: When Performance Does Not Matter: Human Resource Management in Japanese-Owned U.S. Affiliates
Part IV. Organizational Learning and the Parent-Affiliate Connection
10: David T. Methe and Joan D. Penner-Hahn: Globalization of Pharmaceutical Research and Development in Japanese Companies: Organizational Learning and the Parent-Affiliate Relationship
11: John Kidd: Working Together, But How? The Need for Intercultural Awareness
12: Allan Bird, Sully Taylor, and Schon Beechler: Organizational Learning in Japanese Overseas Affiliates
Index
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