The impact of Japanese culture on inter and intra organization supply chainsAcademy of Management Proceedings, San Antonio, Texas, USA (2011)
This paper examines the relationship between national culture, organizational culture and supply chain performance in the Japanese Automotive Industry. To do this it compares and contrasts organization behavior and performance at Toyota, Nissan and Mitsubishi. It concludes that whilst extant theory predicts at the national etic level that the Japanese collectivist culture would have high performing internal supply chains that the reverse can occur at the organizational emic level without intervention. It also finds that national culture shapes leadership style which had an impact on the success of culture change at Nissan and Mitsubishi. Finally, it finds that leaders and human resource managers can effectively manage organization culture change in cross country contexts by using Schein’s (2004) six cultural embedding and reinforcing mechanisms. These findings have implications for international supply chain and human resource management, particularly in high context countries which characterize many emerging economies that are of increasing relevance as supply chains globalize.
- Human Resource Management,
Citation InformationCarol Gill. "The impact of Japanese culture on inter and intra organization supply chains" Academy of Management Proceedings, San Antonio, Texas, USA (2011)
Available at: http://works.bepress.com/carol_gill/35/