Women in Global Business
Journal of Comprehensive Research, Page 56
Take a bow: culturally preparing expatriates for doing business in Japan
Giuliana Scagliotti Nova Southeastern University Bahaudin Mujtaba Nova Southeastern University Abstract There are many cultural dimensions that firms should always consider and implement in their expatriate training programs. Insufficient cultural training can lead to business disasters for the multinational and the expatriate. Appropriate cultural training for expatriates can bring limitless possibilities. In this paper, expatriate cultural awareness training for foreign assignments in Japan will be examined before embarking on the international assignment, and therefore having a better chance at success. Key words: Japan, expatriate training, cultural training, doing business in Japan.
Journal of Comprehensive Research, Page 57 Cultural Conditioning As part of the socialization process, our cultures are programmed into all of us. Culture is shaped by many factors. These factors do not just appear over night and cannot be chosen. They took time to install themselves in each of us. Hence, culture is often described as a shaping process occurring over time that creates relative stability, reflecting a collective knowledge structure that shares values, behavioral norms, and patterns of behavior (Dowling, Festing, & Engle, Sr., 2009). Culture has a system for dividing right from wrong, or good from evil (Morrison, & Conaway, 2007). This process can be almost non-existent, as it is something so instituted and founded so deeply within our being that it is hard to pinpoint and trace. Its’ extent and effectiveness is not seen or confirmed until one encounters others from a different culture; the greater the difference between both cultures, the greater the values, attitudes, and behaviors from ones’ culture that will be noticed. This is precisely why culture is so very tightly connected to business. More importantly, international business has a more
Take a bow: culturally preparing expatriates for doing business in Japan
Giuliana Scagliotti Nova Southeastern University Bahaudin Mujtaba Nova Southeastern University Abstract There are many cultural dimensions that firms should always consider and implement in their expatriate training programs. Insufficient cultural training can lead to business disasters for the multinational and the expatriate. Appropriate cultural training for expatriates can bring limitless possibilities. In this paper, expatriate cultural awareness training for foreign assignments in Japan will be examined before embarking on the international assignment, and therefore having a better chance at success. Key words: Japan, expatriate training, cultural training, doing business in Japan.
Journal of Comprehensive Research, Page 57 Cultural Conditioning As part of the socialization process, our cultures are programmed into all of us. Culture is shaped by many factors. These factors do not just appear over night and cannot be chosen. They took time to install themselves in each of us. Hence, culture is often described as a shaping process occurring over time that creates relative stability, reflecting a collective knowledge structure that shares values, behavioral norms, and patterns of behavior (Dowling, Festing, & Engle, Sr., 2009). Culture has a system for dividing right from wrong, or good from evil (Morrison, & Conaway, 2007). This process can be almost non-existent, as it is something so instituted and founded so deeply within our being that it is hard to pinpoint and trace. Its’ extent and effectiveness is not seen or confirmed until one encounters others from a different culture; the greater the difference between both cultures, the greater the values, attitudes, and behaviors from ones’ culture that will be noticed. This is precisely why culture is so very tightly connected to business. More importantly, international business has a more
References: Asada, Sadao. (2007). Culture shock and Japanese-American relations. Columbia, MO: University of Missouri Press. Dowling, P. J., Festing, M., & Engle, Sr., A. D. (2009). International Human Resource Management (5th ed.) Maon: South-Western. East & Southeast Asia: Japan. (n.d.). Retrieved June 8th, 2010, from CIA: The World Factbook website, https://www.cia.gov/library/publications/the-world-factbook/geos/ja.html Goldman, A. (1994). Doing Business With the Japanese: A Guide to Successful Communication, Management, and Diplomacy. Albany: State University of New York Press. Martin, J. S. & Chaney, L. H. (2009). Passport to Success. Westport: Praeger Publishers. Mendenhall, M. E., Kühlmann, T. M., & Stahl, G.K. (Eds.). (2001). Developing Global Business Leaders:Policies, Processes, and Innovations. Westport, CT: Quorum Books. Mendenhall, M. E., Oddou, G. R., & Stahl, G. K. (Eds.). (2007). Readings and Cases in International Human Resource Management (4th ed.). Oxon, OX: Routledge. Morrison, T. & Conaway, Wayne A. (2007). Kiss, Bow, or Shake Hands: Europe. Avon: Adams Media, an F+W Productions Company. Mujtaba, B. G. (2007). Cross Cultural Management and Negotiation Practices. ILEAD Academy Publications; Florida, United States. Nishiyama, K. (2000). Doing Business with Japan: Successful Strategies for Intercultural Communication. Honolulu: University of Hawai‘i Press. Ployhart, R.E., Schneider, B., & Schmitt, N. (2006). Staffing Organizations: Contemporary Practice and Theory (3rd ed.) Mahwah: Lawrence Erlbaum Associates, Publishers. Scullion, H., & Collings, D. G. (Eds). (2006). Global Staffing. New York, NY: Routledge. Selmer, J. (2007). Which Is Easier, Adjusting to a Similar or to a Dissimilar Culture? American business Expatriates in Canada and Germany. International Journal of Cross Cultural Management, 7, 185-208. Shinkansen. (n.d.). Retrieved June 27th, from Japan-guide.com website, http://www.japanguide.com/e/e2018.html Thompson, Christopher & Traphagan, John W. (Eds.). (2006). Wearing cultural styles in Japan: concepts of tradition and modernity in practice. Albany, NY: State University of New York Press. Wankel, Charles. (Ed.). (2008). 21st Century Management : A Reference Handbook. Los Angeles, CA: SAGE Publications, Inc. Wilkinson, A. & Singh, G. (2010). Managing Stress in the Expatriate Family: A Case Study of the State Department of the United States of America. Public Personnel Management 39 No. 2, 169-181. Zhu, Y., Nel, P., & Bhat, R. (2006). A Cross Cultural Study of Communication Strategies for Building Business Relationships. International Journal of Cross Cultural Management, 6, 319-342. Journal of Comprehensive Research, Page 71 Journal of Comprehensive Research, Page 72 Author Biography: Giuliana Scagliotti is a devoted scholar who obtained a Bachelor’s of Science in Finance and is currently pursuing a Master’s Degree in International Business from NOVA Southeastern University. She resides in Pembroke Pines, Florida but is of Italian and Argentinean influence. She plans to continue her academia and strives to strengthen her knowledge and experience in international business practices. Bahaudin G. Mujtaba is an Associate Professor of Management, Human Resources and International Management at NSU. In the years 2003-2005, he was the Director of Institutional Relations, Planning, and Accreditation for Nova Southeastern University at the H. Wayne Huizenga School of Business and Entrepreneurship in Fort Lauderdale, Florida. As a director, he was responsible for the planning of accreditation reviews for all Huizenga School’s academic programs in all locations throughout United States of America and abroad. Bahaudin’s areas of research include ethics, management, and cross-cultural management practices. Bahaudin can be reached at: mujtaba@nova.edu