Cross-Cultural Management Article Review by cee-cee

Cross-Cultural Management
This paper looks into the issue of cross-cultural management, focusing on a study concerning US interns in Japan.
# 109716 | 2,200 words | 5 sources | APA | 2008 | US


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Description:

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

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)

Cite this Article Review:

APA Format

Cross-Cultural Management (2008, December 07) Retrieved February 28, 2020, from https://www.academon.com/article-review/cross-cultural-management-109716/

MLA Format

"Cross-Cultural Management" 07 December 2008. Web. 28 February. 2020. <https://www.academon.com/article-review/cross-cultural-management-109716/>

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