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This paper aims to identify problems caused by cultural differences between Japan and China that face supply chain managers by applying Japanese-style supply management practices within supply networks in China and present solutions to this problem.

A single, longitudinal case study conducting two waves of data collection (i.e. interviews and observation) plus the collection of much archival data was performed. It goes beyond the dyad by examining supply management of a Japanese company’s supply chain up to three tiers in China.

The four supply cultural differences between Japan and China, which caused the cultural clashes between JVCo and some of its suppliers were revealed and a model of adaptation of Japanese supply management to the Chinese business system was developed. Adaptation involves creating new supply management practices out of selective adaptation, innovation and change of existing Japanese and Chinese supply management practices rooted in different Japanese, Chinese and Western cultures. A list of organisational factors affecting the adaptation has also been provided.

Due to the adoption of a single case study method, caution should be given to generalising the findings to all Japanese firms.

The Japanese, Chinese and Western managers were provided with insights on how to mitigate the problems caused by cultural differences within supply relationships in China and some innovative ideas on how managers from all three cultures could blend the elements of the three cultures to form a hybrid culture and reduce cultural clashes.

This is one of the few attempts to study the transfer of Japanese supply management practice to China. Organizational theory (i.e. transfer of organizational practice and hybridization) is applied and provides a robust framework to explain the supply management practice. This study also answers the call for a global supplier relationship management paradigm.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

This study focuses on analysing Japanese pop culture events to determine whether they may be useful marketing tools for a location with a distinctive culture from where they are organized. It also examines how the popular culture events differ from other events and what impacts they have on these destinations.

A mixed-method approach is used to analyse data from a questionnaire provided to 364 participants from these events and seven semi-structured interviews with event organizers or their representatives from events on this topic in Portugal, France, Spain, Denmark and North America.

According to the research, these events are regarded as unique and unusual from the perspective of the customer due to the variety of activities they offer, the use of imagination they inspire and the engaged fan participation. These occasions have been found to strengthen and propagate Japanese popular culture outside of its place of origin and arouse interest in it.

Several studies have examined the appeal of Japanese pop culture, but few have investigated the impact of events to enhance the destination's image where they are held, as well as their potential outside of Japan. With already over a hundred official events of this theme held annually, with a sizable number of participants, a study of this paradigm exposes its potential for promoting a culture that is growing in popularity outside of its place of origin and understanding the effects it has on these various regions.

The need for international public relations in a modern world characterised by collapsing trade barriers and increased international trade sets the stage for the study reported in this paper. The authors argue that public relations practitioners and scholars should recognise the importance of culture (both societal and organisational) as a variable that affects public relations practice in various countries. They then report on quantitative and qualitative data gathered from 81 public relations practitioners working in Japan. They conclude that media relations are highly valued by Japanese practitioners who use friendships, typified by the personal influence model, to conduct their media relations. Wa, kou‐chou, amae and tatemae were among the cultural concepts that played a significant role in the way Japanese public relations practitioners operate. Although Japanese practitioners valued symmetrical forms of public relations, they seemed constrained to practise the one‐way models. The authors conclude that similar studies of public relations practice in various cultures will contribute to effective public relations and help toward building a strong theory of international public relations.

Literature and textbooks about intercultural communication and management often feature cultural differences rather than similarities. Japanese culture is frequently distinguished in business and management contexts from Western culture. This process arguably leads to an overemphasis of the uniqueness of Japanese culture. A review of relevant literature, however, reveals that the tendency to overemphasise the uniqueness of Japanese culture is one shared by both Western and Japanese scholars. This paper discusses how the discourse has emerged in business and intercultural literature by tracing the influence of historical and economic factors. It also explores the implications of describing Japanese business culture in relation to practices in the West for both managers and students internationally. International students of business, who are grappling with intercultural communication literature as it pertains to Japan and the West, need to engage in critical ways with the discourse adopted in the literature. The intention therefore of the paper is to illuminate how a “differences‐focused” approach in texts could promote a stereotypical and potentially facile view of Japanese culture rather than one that encourages a more meaningful and informed understanding that appreciates the context in which the uniqueness of Japanese culture has hitherto been presented.

The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy‐to‐understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.

Recent studies in Japanese and American negotiating styles are reviewed, and it is found that bargaining behaviours are affected by culture from the beginning of the negotiation process. These differences can be viewed as a set of styles, habits, skills and expectations that might be understood through ethnographic analysis. Once the bases for the differences in negotiation styles are understood, negotiating across cultures may be a more efficient process.

The author launched an online survey at a private English-speaking university in Kuwait to evaluate the status, value and importance of Japanese and Korean popular cultures in Kuwait. East-Asian culture is a subculture that is very widespread in the region because of Internet use and the influence of English-speaking education. The survey shows that this subculture can be understood as an alternative culture because it tends to contain a dissimulated critique of traditional Kuwaiti culture. Many students approach Japanese and Korean cultural products because they are in search of a coherent lifestyle founded on certain ethics. The Japanese–Kuwaiti cultural transfer implies a double resistance towards the local culture and towards American culture. The resulting marginalization is therefore two-fold. Resistance towards Western culture is here not based, as is often assumed in Arab contexts, on cultural closure and conservatism, but rather on the willingness to engage with an alien culture. This creates a paradoxical pattern of resistance to both the East and the West through adherence to another Eastern culture. The phenomenon can be understood in terms of globalisation as well as of anti-globalisation.

To identify characteristics of Japanese business culture that differ from China, particularly in the dimensions of ‘high context’ versus ‘low context’’ and collectivism versus individualism.

Application of the concepts in cross‐culture research suggested by Hall (1976), Hofstede (1980) and Trompenaar and Hampden‐Turner (1998) and on the base of comprehensive field visits and observation undertaken in China and Japan over the past several years.

The Japanese culture can be characterized as highly tacit and group‐centered, whereas Chinese culture is more explicit and individualistic.

Arguably the absence of a large body of supporting data represents a limitation in the methodology of this article. Future survey based research and further conceptualization on different kinds of collectivisms and individualisms will supplement this article.

Very useful advice in aspects of communication, human relations management, recruitment, and management control systems for international business management developing business opportunities in Japan and China.

This article elucidates the differences in business culture between Japan and China and shows to the global business community that a differentiated view of international business management in Japan and China is necessary.

This article reviews the practice of horenso (a mnemonic for hokoku/reporting, renraku/informing and sodan/consulting) – an under-documented Japanese communication methodology – at a Japanese-owned subsidiary in Thailand. It draws on a number of cultural theories to explore how horenso was influenced by the non-biculturality of individuals at a multinational corporation.

This article draws on first-hand interviews with staff of varying responsibilities at a multinational electronic components manufacturer, Spin-eTech (a pseudonym) to understand how horenso has been utilized and perceived at this Japanese-owned subsidiary in Thailand differently from its original form and traditional use at its headquarters in Japan. This was a targeted case that captured the real time communication difficulties at the workplace.

The themes of horenso's rationale, motivation, style of communication, use for problem solving, information reporting, relation to superiority and culture of communication emerged as prominent differences for how horenso was practiced at the Thai subsidiary.

Using the emic perspective of cultural understanding, insights are offered into the impact of non-biculturality within the Asia Pacific region on the practice of horenso to extant knowledge on the under-explored “eastern vs eastern” cultural differences.