Cross-Cultural Management

Paper Summary:

In this essay, the writer presents an analysis of cross-cultural management, based on an article by Tomoko Masumoto entitled 'Learning to 'Do Time' in Japan: A Study of US Interns in Japanese Organizations'. The writer reviews and discusses the article, which presents a theoretical framework for analyzing the impact of U.S.-based interns traveling to work in corporations in Japan. The article specifically focuses on studying how time is perceived differently between the Japanese managers and the U.S. intern counterparts. The writer defines the framework in the article discussed as focusing on how the expectations of time itself vary between the two groups, measures the time taken to adapt and become productive, and also defines how space allocation and use of space correlate to the Japanese perception of time. The writer points out that this shared space and socialization aspect of the study presents a culture shock to American students, who have long equated status and independence with the relative level of privacy in American and westernized corporations. The writer notes that the study concludes with an analysis of the variation of how the relative level of feedback and its frequency fuel a sense of security on the job or not, and also with an analysis of short-versus long-term orientation on the part of each group.

Outline:
Synopsis
Assessment of the Theoretical Framework
Assessment of the Research Approach
Implications for Individuals Working Multinationally with the Japanese

From the Paper:

"The work completed by Masumoto has major implications not only for expatriates working in Japan yet for anyone going to work for a Japanese company anywhere in a westernized nation. The vast differences in how space is allocated are diametrically opposed to how western nations view work space given in companies being more of a relative indicator of independence, individuality, achievement and status. In Japan there more of an orientation on arranging working space to speed up the assimilation and socialization process. This is a critical point for anyone joining a Japanese corporation anywhere in the world to keep in mind, as many Japanese corporations continue this practice of using space for collaboration in the U,S, and Europe as well."

Sample of Sources Used:

• Sam Beldona, Andrew C Inkpen, Arvind Phatak. 1998. Are Japanese managers more long-term oriented than United States managers? Management International Review 38, no. 3 (July 1): 239-256. (Accessed December 3, 2007).
• Meredith Downes, Masoud Hemmasi, Lee A Graf, Lane Kelley, Lenard Huff. 2002. The propensity to trust: A comparative study of United States and Japanese managers. International Journal of Mgmt 19, no. 4 (December 1): 614-621(accessed December 3, 2007).
• Tomoko Masumoto 2004. Learning to 'Do Time' in Japan A Study of US Interns in Japanese Organizations. International Journal of Cross Cultural Management : CCM 4, no. 1 (April 1): 19-37. (Accessed December 3, 2007)
• Neelankavil, James P. 1992. Management Development and Training Programmes in Japanese Firms. The Journal of Management Development 11, no. 3 (January 1): 12 (Accessed December 3, 2007).
• Mary J Waller, Jeffrey M Conte, Cristina A Gibson, Mason A Carpenter. 2001. The effect of individual perceptions of deadlines on team performance. Academy of Management. The Academy of Management Review 26, no. 4 (October 1): 586-600. (Accessed December 3, 2007)

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