Name: PHUNG Thi Hoang Anh
Student ID: 12420031
Class: Advanced Organizational Behaviour
Professor: Rebecca Kim Chung-Hee
Critical reflection 5
It is undeniable to the differences between the Eastern and Western culture in
business is significant. The UK expatriate should understand and respect these differences in
order to be able to work five-year international assignments in Japan. To further give insight,
the manager should take into consideration two theories: Hofstede’s cultural dimensions
theory, and the Kluckhohn-Strodtbeck model.
Hofstede’s cultural dimensions theory was created by Geer Hofstede (1980) who
views culture as the “ collective” programming of the mind. The theory is a framework for
better understanding each country's culture and differentiating between other national
cultures based on six areas, it demonstrates that work-related values are not universal and that
when a multinational headquarters tries to impose the same standards on all of its overseas
interests, local values are likely to remain (Mead, 2005). According to Hofstede (n.d.), Japan
has high scores in power distance and individualism, indicating that it is a hierarchically
collectivistic culture. This means that the country puts a high emphasis on individualism and
prefers to be concerned with their own interests. Furthermore, a higher score in power means
in business, the structure works with the employees respecting and obeying the higher-ups,
similarly, decisions making will primarily carry out by the top management (Bergial E. B. et
al, 2012). Though, team-oriented decisions making is not uncommon as it reduces the time
for the decision-making process. Not to mention, Japan has a higher score for masculinity, in
fact, it is considered one of the most masculine countries in the world (Hofstede, n.d). This
fact is the result of many legal barriers to women in the workplace such as they should quit
work after their first born (Wei-hsin, 2005). The UK expatriate should be expected to see
many men still dominating the workforce. The country also tends to avoid uncertainty and
favours regulations and processes to reduce those chances. This could be due to the fact that
Japanese people frequently live in continual fear of natural catastrophes. This is one of the
crucial parts the foreign manager should consider to implement suitable business models with
clear guidance to assist reduce risk while dealing with Japanese personnel. Moreover, Japan
has always been a traditional long-term-oriented society, yet nowadays, the country is
confronted with issues that may force it to become increasingly short-term-oriented. The last
aspect for the manager to consider is an indulgence, it has a score of 42 (Hofstede, n.d.). This
implies that the manager should exercise caution in his or her behaviour and adopt a more
reserved and regulated style that is appropriate for Japanese corporate culture.
Next, another institutional theory the senior manager can take into consideration is the
Kluckhohn-Strodtbeck model, which outlines the five basic human problems that are shared
by everyone throughout all times and in all places: Inherited proclivity, man's interaction with
nature, temporal dimension, valued personality type, and relationship pattern. First, Japanese
people view people as inherently good, this viewpoint is influenced by the Shinto in Japanese
culture - which is Japanese ethnic religion that helped shape the fundamental framework of
Japanese thinking and conduct (Herbert, 2010). The second value is human relationships with
nature, the country believes that humans should live in harmony with nature. For time value
or what is the human activity's temporal focus? As a traditionally rooted country, Japanese
culture can be considered a past-oriented culture. Buddhism contributed to this belief with the
story of reincarnation and karma - The status of things now is determined by previous acts. In
Japan, who you are is worth more than what you accomplish; human drive is within. If a
problem emerges in the interactions between "world/environment - humans," Japanese prefer
to modify themselves, their views, and their behaviours, whereas representatives of the active
type attempt to alter the world. Finally, the last value is the modality of human relations
which Japanese culture put emphasis on collateral, they require to get along with the
community and have a sense of mutual dependence. The foreign manager should nurture that
value in order to develop a growing community in the business.
In conclusion, due to cultural differences between the United Kingdom and Japan,
Hofstede's cultural dimensions theory and Kluckhohn-Strodtbeck model are critical
considerations for such foreign business projects. By examining these ideas, the UK
expatriate will be one step closer to laying a solid basis for success during his five-year
foreign assignment as a Country-Chairperson in Japan.
Words: 730 words
References:
Bergiel, E. B., Bergiel, B. J., & Upson , J. W. (2012). Revisiting Hofstede’s Dimensions: Examining
the Cultural Convergence of the United States and Japan. American Journal of Management.
Danylova, T. (n.d.). Approaching The East : Briefly on Japanese Value Orientations.
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investigation-in-Veterinary-Sector-Offices-in-Assam.pdf
Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and
Organizations Across Nations (2nd ed). Thousand Oaks, CA: Sage Publications.
Kluckhohn, F. (1953). Dominant and variant value orientations. In C. Kluckhohn & H. Murray (Eds.).
Personality in nature, society, and culture. NY: Alfred A. Khopf. pp. 342-357.
Herbert, J. (2010). Shinto: At the Fountainhead of Japan. New York, NY: Taylor & Francis.
