國立虎尾科技大學 |

Cultural heritages and cross-cultural management : = A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Cultural heritages and cross-cultural management :/
其他題名:	A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management.
作者:	Koivisto, Jussi Veikko.
面頁冊數:	1 online resource (430 pages)
附註:	Source: Dissertation Abstracts International, Volume: 60-03, Section: A, page: 8040.
Contained By:	Dissertation Abstracts International60-03A.
標題:	Management. -
電子資源:	click for full text (PQDT)
ISBN:	9780599227583

Cultural heritages and cross-cultural management : = A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management.
Koivisto, Jussi Veikko.

Cultural heritages and cross-cultural management :A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management. - 1 online resource (430 pages)

Source: Dissertation Abstracts International, Volume: 60-03, Section: A, page: 8040.

Thesis (Dr.Sc.Econ.)--Helsingin Kauppakorkeakoulu (Finland), 1999.

Includes bibliographical references

The present study is a qualitative survey on synergy and friction in Finno-Japanese cross-cultural management. In addition, the study also reviews the means and ways that the companies studied have used in order to utilise synergies and avoid frictions.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780599227583Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Cultural heritages and cross-cultural management : = A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management.
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100 1 $a Koivisto, Jussi Veikko. $3 1193174
245 1 0 $a Cultural heritages and cross-cultural management : $b A study of cross-cultural synergy and friction in Finno-Japanese foreign subsidiary management.
264 0 $c 1999
300 $a 1 online resource (430 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 60-03, Section: A, page: 8040.
502 $a Thesis (Dr.Sc.Econ.)--Helsingin Kauppakorkeakoulu (Finland), 1999.
504 $a Includes bibliographical references
520 $a The present study is a qualitative survey on synergy and friction in Finno-Japanese cross-cultural management. In addition, the study also reviews the means and ways that the companies studied have used in order to utilise synergies and avoid frictions.
520 $a The study is based on the Levi-Straussian model of culture that regards culture as a two level phenomenon: The contemporary visible and surface level manifests a historically developed deep level of ideas, ideals, archetypes and myths. Thus, a strong emphasis has been given on approaching the synergy and friction elements of Finno-Japanese management through their backgrounds in cultural ideas, ideals and norms. These, in turn, have been studied through their origins in the Finnish and Japanese cultural heritages, particularly histories of thought.
520 $a The empirical data of the study was collected by interviewing Finnish and Japanese managers in five Finnish companies that have a subsidiary in Japan and six Japanese companies that have a subsidiary in Finland. The data comprises in-depth interviews with fifteen Finnish and fourteen Japanese subjects.
520 $a According to the empirical results of the study, the most salient elements of cross-cultural synergy in Finno-Japanese management were the following: (a) work is regarded as a value in se in the both societies, (b) in both Finnish and Japanese management consensus is valued high in decision-making, and (c) a certain modesty and low key approach was preferred. It also came up that during the recent decades, the both societies have become increasingly similar and international.
520 $a The most salient elements of friction were based on (a) the Finnish preference to explicit "low context" communication vis-a-vis the Japanese preference for more open-ended "high context" pattern, and (b) the Finnish organisations' and managers' individual based ideals vis-a-vis the Japanese emphasis on collective patterns of work and decision-making. Also the Finnish companies decentralised structures of authority and matrix organisations sometimes caused their Japanese employees to disorientate, while the Finnish interviewees in Japanese companies regarded the Japanese companies' high hierarchies as too inflexible and confusing.
520 $a If these elements of synergy and friction are contextualised through their cultural and ideological origins, it can be concluded that the strongest elements of synergy had their origins in the similarities between the Finnish Lutheran (Protestant) and Japanese Confucian work ethic and emphasis on frugality and modesty, and the both societies' ancient emphasis on social dimension and consensus. Similarly, it can be argued that the most evident elements of friction had their backgrounds in the Finnish Lutheran esteem for individualism and explicitness of communication vis-a-vis the Japanese Buddhist ideals of effacement of the ego in nirvana, or anti-individualism, and duality of communication and avoidance of conceptual categorisation.
520 $a At the organisational level, these elements of cross-cultural friction appeared to result in conflicts more likely if the Finno-Japanese cultural crossing, the cross-cultural interfacing in the organisation, was sharp. Consequently, the synergies were most easily utilised and friction avoided if the cultural crossing was gradual.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
650 4 $a Cultural anthropology. $3 1179959
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
690 $a 0326
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Helsingin Kauppakorkeakoulu (Finland). $3 1193175
773 0 $t Dissertation Abstracts International $g 60-03A.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9923259 $z click for full text (PQDT)