Japanese organizational behavior in Nordic subsidiaries: A Nordic expatriate perspective

Abstract

Purpose

This paper seeks to fill the research gap created by predominately Anglo‐Saxon large‐scale surveys and comparative studies by providing insights of Japanese organizational behavior through the eyes of Nordic (Finland, Denmark, Norway, and Sweden) expatriates.

Design/methodology/approach

The empirical material of this paper is based on 30 semi‐structured interviews collected in Japan in 2002 and 2004.

Findings

The interviews indicate that verticality and collectivism have a prominent influence on Japanese organizational behavior. The prominent theme of verticality deviates from several Anglo‐Saxon studies focusing on collectivism.

Research limitations/implications

Similarity between interviewer and interviewees in terms of gender, nationality, and race could influence research findings. Future studies should incorporate both qualitative and quantitative methodologies.

Practical implications

Interviews show that it is important for expatriate managers to create synergic relations with local middle managers who are strategically located between the higher and lower organizational echelons.

Originality/value

This is the first paper to provide an empirical account of Japanese organizational behavior from the Nordic perspective. Due to the distinctive features of Nordic management, the studies conducted by Anglo‐Saxon researchers might not provide accurate insights for Nordic expatriates.

Citation

Peltokorpi, V. (2006), "Japanese organizational behavior in Nordic subsidiaries: A Nordic expatriate perspective", Employee Relations, Vol. 28 No. 2, pp. 103-118. https://doi.org/10.1108/01425450610639347