Getting to know you …: Personal links prevent problems in Japanese‐Western alliances

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

How do Japanese firms react when their alliance partner does something to damage the relationship? Well the answer has to be, “it depends.” Traditional business culture in Japan meets collective action problems with sympathy, just as a Japanese mother would respond to a child's bad behavior by expressing sadness, rather than telling them off. But many Japanese firms have been exposed to Western management styles and a different view of social capital. Where they might try to resolve issues caused by another Japanese company, inappropriate behavior by a Western alliance partner may result in the Japanese firm threatening to leave.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

Provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2012), "Getting to know you …: Personal links prevent problems in Japanese‐Western alliances", Strategic Direction, Vol. 28 No. 9, pp. 12-14. https://doi.org/10.1108/02580541211256486