...greater possibilities and more freedom to move around. These are the reasons why western values become more and more important in the Japanese life and bit by bit affected the traditional Japanese values. 2. How might Japan’s changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? The generation born after 1964 has other new views how to act with a company. Nowadays the employees feel more important for themselves, for example for their career, than for the company. The new generation will make individual effort and won’t work for a greater good of their company for all employees. Therefore companies has to change their programs of benefits. They have to support individual performance stronger and don’t base it in a seniority pay system and reconsider about the sense of the rest of the benefits given to every employee as a part of the Confucian values. 3. How did traditional Japanese culture benefit Matsushita during the 1950s - 1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? The traditional Japanese culture was one of the main reasons of Matsushita’s success during the 1950s – 1980s. Thereby Matsushita took care of employees from the cradle to the grave and they offered their company life-long loyalty and hard work, known...
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...Japanese changing culture Rough draft to question 3 Japan has come a long way since the horrible memory of defeat ‘World War II’. The post war struggle generation clung to their fifth century culture and ideas of rebuilding Japan. In less than sixty years Japan rose again to one of the world’s powerful nations largely from providing electrical/electronic products to most of the globes countries. The type of culture that facilitated Japan to hold onto its people and acquired knowledge and become consistently stronger each year was that of Confucian beliefs. Confucian values are essentially derived from three ingredients which are high moral conduct and loyalty to others, reciprocal obligations to show appreciation of network involvement, and honesty in dealing with others. Confucians are not interested in the Supreme Being or after life like that of Hindu or Buddhism, Confucius’s are more concerned with what is happening now and how they interact with others in the course of their life. Loyalty to a superior in Confucian society was long considered a sacred duty, a lifelong obligation. This loyalty is not blind, like the subordinates loyalty to the superior similarly the superior is required to reciprocate the showing of loyalty to the subordinate in some way of relevance to the subordinate. If the superior fails to reciprocate the favors then the superior will most definitely suffer lost of moral standing in the community and networks which they might be involved with. ...
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...Subject: Matsushita and Japan’s Changing Culture Question #1: What were the triggers of cultural change in Japan during the 1990s? How is the cultural change starting to affect traditional values in japan? Answer: Some triggers that started the cultural change in japan were; the spread of Western ideas making their ways felt, possibilities in the areas with the Western ideas seemed greater, and the Japanese economy prolonged economic slump. The change is affecting cultural whereas workers are not willing to be “salary-men” anymore and no longer want to be with one company for the entirety of their working career. Question #2: How might Japan’s changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? Answer: The changing culture is going to change the Japanese business operations dramatically. One reason why is that companies are going to start hiring less workers because of the increasing age and employment time of the current employees. It will also cause companies to adapt quicker to the changing trends of the consumer. Implications that could be added to help companies with the changing culture would be to get a jump on what they think would be the next trend so they will not be left behind. Another one that could be added would be good retirement benefits so that employees won’t stay with the company all their and will want to retire. Question #3: How did traditional...
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...in Saudi Arabia and answer the following questions . (a) Has religion been the main factor shaping Saudi culture, or are other factors at work here? What are those factors, and how important do you think they are? (b) Do you think that business practices in Saudi Arabia are likely to differ from business practices in Germany, and if so how? 2. Lecture 2 Matsushita’s and Japan’s Changing Culture Read the case “ Matsushita’s and Japan’s Changing Culture” and answer the following questions (a) What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to impact on traditional values in Japan? (b) How might Japan’s changing culture affect the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? (c) How did traditional Japanese culture benefit Matsushita during the 1950s-1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? (d) What is Matsushita trying to achieve with human resource changes it has announced? What are the impediments to successfully implementing these changes? What are the implications for Matsushita if (a) the changes are made quickly or (b) it takes years or even decades to fully implement the changes? 3． Lecture 2 McDonald’s and Hindu Culture ． Read the case “McDonald’s and Hindu Culture and answer the following questions: (a) What lessons does the experience of McDonald’s in India hold for other...
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...Case 3 – Panasonic and Japan’s Changing Culture 1. What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? The triggers to Japan changing culture came by way of the “new kids on the block” thinking and becoming more focused on individualism than collectivism. Those participating in the new Japan no longer believe in the Japan is moving towards more individualism than collectivism after the economic bubble. Nonetheless, this is a good opportunity for Japan to adapt to the globalization world and be more competitive. The cultural change will lead to greater mobility of employees, which means people will move around jobs more than before 1.What were triggers of culture change in Japan during the 1990s? how is cultural change starting to affect traditional values in Japan? Cultural change in Japan was triggered by the economic recession in the 1990’s. Traditional Confucian values focused on loyalty, high moral and ethical values and set the pathway for relationships with others in traditional Japanese businesses. When the generation born after 1964 lacked the same commitment to traditional Japanese value as their parents but they grew up in a world that was richer, where western ideas were beginning to make themselves felt, and where the possibilities seemed greater. They did not want to be tied to a company for life, they become a salary man. Traditional ways of doing business and...
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...Anutra Rujivipat 5602640020 1. What are the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? As we know that when time changes, everything will be changed. Culture does not stay constant. Many different period of times also have many different cultures, social values, believes, and so on. In japan, the old generations, which are collectivism, have a strong belief of nationalism. They grew up with many difficulties and have to work hard in order to make their family, their country success so that it takes a lot of patient. In consequences, they must seek for the convenience of life for example, cheap accommodation, retirement bonus, and guaranteed lifetime employment. Therefore, they are willing to work hard and pay royalty to the company to exchange with those rewards. On the other hand, the new generations like people who born after 1964 have lacked popularity of their parents. Those new generations grew up in the richer and more stable society. The only two things that they concerned are their selves and their family, not about the country anymore. Therefore, with the different style of living, social value, Japan’s culture changed. The idea that the company has to take care of its employees with wide range of benefits in order to gain respect from those employees does not exist anymore because of the fact that the new generations do not pay royalty to the company...
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...Matsushita’s Culture Changes with Japan 1. Even culture can change. Japan had to experience that firsthand in the 1990s when the economic bubble burst. Companies had hard times and as a consequence they got rid of elder workers whereby they neglected the traditional Japanese value of mutual obligations and loyalty. Younger people noticed theses happenings and lost faith in the mutual loyalty. Anyhow the generation that was born after the 1964s had greater opportunities growing up in rapid growing economy thus they didn’t have the same attitude towards Japanese values as their parents did. Their values were more westernized. They didn’t want the same position in the same company their whole life, the wanted to switch companies and positions. All these events led towards individualism. 2. Japanese businesses can’t operate the way they used to due to Japan’s changing culture. Companies especially have and had to change their human resource strategies such as the pay schemes or the recruiting system. In the past managers received bonuses regardless of their performance and were granted retirement bonuses as well as other specials like company housing. As people switch companies more and more, companies have to prepare for it and adjust the recruiting system which helps them gain more international and divers workforce. Nowadays a shift towards individualism can be seen. Workers get bonuses based on their performance but they hardly get offered any perks. As globalizations increases...
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...Content Content | 1 | Case I | 2 | Case II | 11 | Case III | 20 | References | 30 | Coursework | 31 | Case Study I The Globalization of Starbucks Thirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium-roasted coffee. Today it is a global roaster and retailer of coffee with some 17,000 stores, 40% of which are in 50 countries outside the United States. Starbucks set out on its current course in the 1980s when the company’s director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience. Schultz, who later became CEO, persuaded the company’s owners to experiment with the coffeehouse format – and the Starbucks experience was born. The strategy was to sell the company’s own premium-roasted coffee and freshly brewed espresso-style coffee beverages, along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. From the outset, the company focused on selling a “third place” experience, rather than just the coffee. The formula led to spectacular success in the US, where Starbucks went from obscurity to one of the best-known brands in the country with over 137,000 employees and $10.7 billion in annual revenues. Thanks to Starbucks, coffee stores became places for relaxation, chatting with friends, reading the newspaper, holding business meetings, or (more recently) browsing the Web. In 1995, with 700 stores...
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...were forced to change the way of doing business. They started to fire older employees. The younger generation, which grows up wealthy, saw this process and concluded that loyalty to one company might be not the best for themselves. The difference between the postwar generation and their children the parents were struggling to recover from the humiliation of defeat / the children grow up in a richer world with more possibilities and they did not wanted to be a salary man and tie themselves to one company for a lifetime is the change in the Japanese culture. It led to a change in the traditional values in Japan. Loyalty, group identification and reciprocal obligations became less and individualism more important. 2. How might Japan's changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? In the first step Japan's changing culture is influencing the way how Japanese businesses will manage their human resource. If loyalty, group identification and reciprocal obligations loses there value in for the employees, then the companies needs to put some other incentives. Lifelong working contracts with perks will decline, short time contracts with employees will increase. Bonuses based on performance will increase also. The idea: More money for better performance. In the second step the change in the human resource management will also change the way how Japanese businesses are...
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...Hill 7e End of Part Case Notes Part One: Globalization There are no Part One cases. Part Two: National Differences in Political Economy; Differences in Culture; Ethics in International Business Nike: The Sweatshop Debate 1. Should Nike be held responsible for working conditions in foreign factories that it does not own, but where subcontractors make products for Nike? Answer: Most students will probably agree that Nike should be held responsible for the working conditions in foreign factories where subcontractors make products the company sells. Students taking this perspective are likely to argue that since the workers are there to produce the products for Nike, the fact that the company does not actually own the facilities is immaterial – Nike is the beneficiary of the work done in the factory. Some students may suggest that Nike be resolved of some responsibility if the factories also produce products for other companies. 2. What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States? Answer: The question of whether of whether to hold foreign factories to the same standards as domestic factories is difficult. Some students might argue that Nike should require all factories regardless of their location to maintain the same standards when it comes to working conditions, overtime, and so on. Other students however, may suggest that...
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...9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled...
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...For the exclusive use of C. Fang, 2015. 9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product...
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...Sony Corporation Introduction In an economy that thrives thoroughly on technology and progression itself, there are many companies that have taken advantage of the opportunities that have been offered to them through science. Due to continuous development in technology, companies are being able to find their path in success through competitive products and service. And one of the Company that would strike on peoples mind in no time while talking about information technological products or be it digital equipments, it would be none other than Sony. Known for the best quality around the world and technological leadership, with its music, pictures, game and online businesses, the company is uniquely positioned to be one of the world’s leading digital entertainment brands, offering an outstanding portfolio of exciting multimedia content. History Established in the wake of Second World War 1946, May 7, as an electronic shop in a bomb damaged electronic department store by Masaru Ibuka. The company had an initial capital of $530 and 8 employees. The following year, he was accompanied by his colleague, Akio Morita and together, they founded a company called Tokyo Tsushin Kogyo (Tokyo Telecommunications Engineering Corporation), and the main objective of the company, was to design and create innovative products which would benefit the people” .The founders were looking for Romanized name, and previously recommended using the initials, TKK as their company’s name...
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...media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This study combines elements of historical and economic research in approaching the questions under investigation. Primary resource information includes company reports and 10-K filings with the US Securities Exchange Commission, internal memoranda and other documents pertaining to the management and function of the Sony Corpo- ...
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...media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This study combines elements of historical and economic research in approaching the questions under investigation. Primary resource information includes company reports and 10-K filings with the US Securities Exchange Commission, internal memoranda and other documents pertaining to the management and function of the Sony Corpo- ...
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