How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

https://link.springer.com/content/pdf/10.1057%2Fjibs.1990.10.pdf

Managing across Borders: The Transnational Solution

What makes a leader

This text is a Stata-specific treatment of generalized linear mixed models, also known as multilevel or hierarchical models. These models are "mixed" in the sense that they allow fixed and random effects and are "generalized" in the sense that they are appropriate not only for continuous Gaussian responses but also for binary, count, and other types of limited dependent variables.

Multilevel and Longitudinal Modeling Using Stata, 3rd Edition

Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.

Culture Leadership And Organizations The Globe Study Of 62 Societies

The End of Japanese-Style Management?

Following the globalization of higher management education and the view of academics as autonomous professionals, academic careers in business schools are deemed to typify the boundaryless careers ...

Boundaryless Careers or Career Boundaries? The Impact of Language Barriers on Academic Careers in International Business Schools

The seniority principle has often been described as a key ingredient in the traditional Japanese HRM model. However, increasing numbers of testimonials in the literature report that this practice is dramatically declining in significance. Results of this empirical study indicate that: 1) compared to the past, the seniority principle is significantly losing importance for promotion and compensation decisions; 2) this is a trend likely to continue into the future; 3) the seniority principle is declining more than any other Japanese HRM practice; 4) the American model serves as an important source of inspiration in introducing a more performance-oriented system; 5) when compared to western countries, however, seniority is likely to remain of importance. Suggestions are put forward as to how a performance based promotion and compensation system might suit the specific Japanese context better than western practices do.

The Seniority Principle in Japanese Companies: A Relic of the Past?

This paper contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large-scale sample of multinationals headquartered in the US, Japan and Germany as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization, and dominance effects. Our results show that for German and Japanese subsidiaries the dominance effect is most important, i.e. their practices appear to converge to the dominant US practices. For US subsidiaries localization effects are particularly important. Hence our results lead to the rather surprising conclusion that for what might be considered to be the most localized of functions – HRM – convergence to a world-wide best practices model is clearly present for Japanese and German multinationals. The lack of country-of-origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit export of country-of origin practices to what they consider to be their core competences and converge to best practices in other areas. . HRM PRACTICES IN SUBSIDIARIES OF US, JAPANESE AND GERMAN MNCS: COUNTRY-OF-ORIGIN, LOCALIZATION OR DOMINANCE EFFECT? For at least four decades the international management literature has been characterized by two recurring and very central debates: on the macro (country) level the so-called convergence vs. divergence debate, which remains a key point of controversy in cross-cultural management; and, on the meso (company) level, the standardization vs. localization debate, one of the central questions in the literature on multinational corporations (MNCs). While on a theoretical level this latter debate has been mainly conducted with regard to management practices in general, human resource management (HRM) has occupied a particularly important position in empirical studies in this field. In this paper we adopt a broad definition of HRM as the activities that a company conducts to use its human resources effectively. Since HRM deals with the management of people, it is often seen as one of the functions that will be least likely to converge across countries and where MNCs are more likely to localize their practices than to export their country-of-origin practices. While our literature review below shows that there is considerable support for this assumption, the question remains whether the increasing importance of globalization and the evergrowing presence of MNCs will not diminish the localization of practices. In this context, the dominance effect assumes particular importance. It occurs when management practices of subsidiaries are neither shaped in accordance to the host country (localization), nor to the home country (country-of-origin effect), but according to that country which sets the standards for what are perceived global ‘best practices’. Much of the research in this area has focused on in-depth studies of a limited number of countries and has not allowed us to systematically compare the existence of country-of-origin, localization and dominance effects. This study therefore employs a very carefully matched design in which we investigate the same three countries (the USA, Japan and Germany) as home and host

Markus Pudelko

Papers

The End of Japanese-Style Management?

Boundaryless Careers or Career Boundaries? The Impact of Language Barriers on Academic Careers in International Business Schools

The Seniority Principle in Japanese Companies: A Relic of the Past?

HRM practices in subsidiaries of US, Japanese and German MNCs: Country-of-origin, localization or dominance effect?

The Japanese Management Metamorphosis:: What Western Executives Need to Know About Current Japanese Management Practices