Simply A Question Of Cultural Barriers? The Search For New Perspectives In The Transfer Of Japanese Management Practices

This paper discusses the transfer of management practices from parent companies in Japan into the operations of overseas subsidiaries of Japanese enterprises. the literature reviewed as well as the findings of case studies on human resource management practices in Japanese manufacturing firms in Australia suggest that key but rather high‐cost practices associated with Japanese management including tenured employment, seniority‐based remuneration and the provision of extensive welfare benefits are absent in overseas Japanese firms. On the other hand, relatively low‐cost practices such as internal training, internal promotion and job rotation have been generally introduced into the firms researched. It appears, therefore, that the transfer of Japanese management practices is primarily affected by economic considerations rather than socio‐cultural constraints as it has frequently been argued in the literature. Thus, the development of new theoretical frameworks explaining the transfer (or its absence) of Japanese management practices is essential. the paper takes a small step in this direction by suggesting that the overseas expansion of Japanese subcontracting networks including large‐scale corporations as well as smaller size firms, produces conditions leading to the marginalization of segments of the local labour force and the emergence of the core‐peripheral workforce dichotomy at the international level.