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The purpose of this research is to empirically examine the extent to which the Japanese‐style human resource management (HRM) model is being transferred to subsidiaries, given the contextual characteristics of the Malaysian environment.

The transferability of Japanese‐style HRM is examined through an analysis of the policies and practices of 69 Japanese subsidiaries and focuses on the following specific areas of HRM: employment policies and practices, remuneration systems and career development policies and practices; and management strategies and workplace industrial relations practices.

Overall, the findings suggest that the key elements associated with the Japanese‐style HRM as described in most of the literature are either present to a very limited degree or completely absent. It seems clear that the transfer of the distinctive Japanese‐style HRM, and especially the “four pillars” is not a priority of management. To a certain extent, most companies seem uncomfortable with the characteristics of the local labor. However, the HRM policies and practices in the companies surveyed are not simply the result of the limitation of the local environment and resources; rather they are “opportunist” management strategies which, by taking account of these contextual limits, seek to control the subsidiaries' operations.

By confirming many of the findings of research on the HRM policies and practices of Japanese subsidiaries, especially in other developing countries and, to a certain extent, some developed countries, this study demonstrated that while “technical” elements (the hardware) of the Japanese model are readily being transferred, most of the HRM elements (the software) are adapted in significant, and not always subtle ways. Thus, the issue of the transfer of Japanese‐style HRM abroad in general and in Malaysia particularly is not so much a question of whether the Japanese want to transfer their distinctive policies and practices as of whether they need, or indeed are able, to do so. The findings of this study also demonstrate that what most Japanese subsidiaries achieve is a system of labor control – this is the essential purpose of the HRM practices under considerations: to make the production methods work and enable the company to make and sustain profit – and indeed what the Japanese have achieved and secured in Malaysia is a highly effective system of control (given local conditions).

For many years, the achievements of Japanese industry were regarded in Britain as remarkable, enviable perhaps, but essentially irrelevant. The arguments always put forward by British managers to dismiss the possibility of learning from Japan were that Japanese workers, Japanese industrial relations, and many features of Japanese social life, were fundamentally different from British, and were essential to the success of Japanese manufacturing methods. With the arrival of Japanese manufacturing subsidiaries in Britain, many of which appear to be flourishing, those arguments have become weaker and British management has begun to look at the Japanese management approach with a more appreciative and acquisitive eye.

Japan’s advance into Europe over the last ten years or so has been well documented. Through localization, gaining a competitive advantage has been the strategic response of Japanese organizations towards Europeanization. Reports on a survey of some 3,350 executives operating within Europe and Japan. Elicits three types of Japanese management style and describes these as: the policy makers; the business drivers; and the implementors. Analyses and compares with the European responses, the responses from these three groups. Discusses the implications of these management styles for international management. Also considers training and development implications for Japanese secondees which centre on: effective communication; developing quality relationships; problem solving at local level; and preparation for the selected secondee.

HRM and decision‐making patterns can affect the overall effectiveness of joint ventures. Discusses the results of case studies of Chinese‐Japanese and wholly Japanese ventures in China. Proposes that the Japanese managerial strategies may be more suited to building the new management norms in the initial phases of the joint venture while the Chinese managerial style ensures continued progress, within the Chinese cultural context, in the more advanced stages of the joint venture.

Key concepts influencing Japanese business practices are examined. These include amae, hitonami, haji, and ringi. The major cross‐cultural training and development issues are discussed and problem areas highlighted where there can be vast differences in the approach of a Japanese manager from that of a Western manager in the same situation. Problem areas and training needs are identified, particularly in communication skills, so that Japanese managers can be better equipped for dealing with Western‐based organisations.

This article presents the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand. The national characteristics of Japan and Thailand based on Hofstede's conceptual framework, Japanese human resource management approaches and the specific Japanese business practices and social concepts were analyzed. Possible conflicts between the Japanese management and Thai staff based on the different perceptions of the Japanese management style were assessed. Data were collected from ten Japanese manufacturers using a sample of 100 employees (50 Japanese managers and 50 Thai subordinates from the same group of companies). The results shows an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.

Considers the implications for managers in Japanese subsidiaries, by looking at the management style employed by Japanese expatriates and the reactions from their local colleagues. The findings were drawn from a research project encompassing in‐depth interviews with both Japanese and British senior and middle managers working in well‐known Japanese companies. The senior management team of the vast majority of Japanese subsidiaries is composed largely of expatriate managers. It is natural that these individuals attempt to behave in ways that are comfortable for them as they are working for the same board of directors in Tokyo as they were prior to moving to the UK. Although there are many concrete examples of management practices that have been modified to fit the local environment, it is the less tangible aspects such as communication, decision making and delegation that cause conflict between expatriates and locals when expatriates continue in their Japanese ways. Local managers need to be aware of this as much as the recently arrived expatriate.

Maintains that women in the USA have much more leadership chances, less harassment and more respect from subordinates than Japanese women (who live in a male‐dominated world), who are reluctant to make decisions or take risks without consultations. Observes that women from Taiwan seem to have a much more transactional leadership style – taking risks and making rapid decisions. Discusses, in great detail, using extensive research via a multiple‐item scale to measure each item and lays out the results using figures and tables with great detail. Concludes with full results of the study and what they mean.

Discusses feasibility, desirability and value of Japanese management strategies in a Western context. Major Japanese companies are at the leading edge in refining management strategies, techniques and styles, for example, with regard to having a long‐term perspective and the continuous improvement of quality, stock control, skill formation, communications, training and employee development. As possible models can these approaches be transferred to different cultures?

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.