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Cultural interpretations of destructive acts and trust in Japanese supply channel relationships

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  • Slater, Stephanie
  • Robson, Matthew J.
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    Abstract

    This paper investigates the way culture influences Japanese inter-firm exchange processes, arguing that isomorphism (e.g., due to macro-force flux and convergence) is eroding traditional Japanese management practices and increasing heterogeneity. The role of culture in the development of routines and relationship capabilities across firm boundaries is particularly important in Japanese firms. Traditional Japanese business values engender confidence in a business partnership's conformity and harmony. However, cultural erosion is shifting Japanese attributions of and responses to destructive acts in channels relationships, which has implications for appraising and sustaining trust and success. Based on a qualitative investigation of Japanese subsidiaries’ supply relationships, our study furnishes academics and practitioners with a set of research propositions on culturally influenced destructive act cognitions and behavioural responses. These provide novel insights into the modern face and unfulfilled promise of inter-firm relationships with the Japanese.

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    Bibliographic Info

    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 21 (2012)
    Issue (Month): 3 ()
    Pages: 357-368

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    Handle: RePEc:eee:iburev:v:21:y:2012:i:3:p:357-368

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    Related research

    Keywords: Attribution; Cultural erosion; Destructive acts; Japanese relationships; Trust;

    References

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    1. Somlev, Ilian P. & Hoshino, Yasuo, 2005. "Influence of location factors on establishment and ownership of foreign investments: The case of the Japanese manufacturing firms in Europe," International Business Review, Elsevier, vol. 14(5), pages 577-598, October.
    2. Michael A Witt & Gordon Redding, 2009. "Culture, meaning, and institutions: Executive rationale in Germany and Japan," Journal of International Business Studies, Palgrave Macmillan, vol. 40(5), pages 859-885, June.
    3. Lohtia, Ritu & Bello, Daniel C. & Yamada, Teruhisa & Gilliland, David I., 2005. "The role of commitment in foreign-Japanese relationships: mediating performance for foreign sellers in Japan," Journal of Business Research, Elsevier, vol. 58(8), pages 1009-1018, August.
    4. Delerue, Hélène & Simon, Eric, 2009. "National cultural values and the perceived relational risks in biotechnology alliance relationships," International Business Review, Elsevier, vol. 18(1), pages 14-25, February.
    5. Jeffrey H Dyer & Wujin Chu, 2000. "The Determinants of Trust in Supplier-Automaker Relationships in the U.S., Japan and Korea," Journal of International Business Studies, Palgrave Macmillan, vol. 31(2), pages 259-285, June.
    6. Dirks, Daniel & Hemmert, Martin & Legewie, Jochen & Meyer-Ohle, Hendrik & Waldenberger, Franz, 2000. "The Japanese employment system in transition," International Business Review, Elsevier, vol. 9(5), pages 525-553, October.
    7. Griffith, David A. & Zhang, Chun & Cavusgil, S. Tamer, 2006. "Attributions of noncooperative incidents and response strategies: The role of national character," Journal of World Business, Elsevier, vol. 41(4), pages 356-367, December.
    8. Parkhe, Arvind, 1998. "Building trust in international alliances," Journal of World Business, Elsevier, vol. 33(4), pages 417-437, January.
    9. Sumiya, Mikio, 2000. "A History of Japanese Trade and Industry Policy," OUP Catalogue, Oxford University Press, number 9780198292517.
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    Cited by:
    1. Abu Saleh, Md. & Yunus Ali, M. & Julian, Craig C., 2014. "International buyer behaviour–commitment relationship: An investigation of the empirical link in importing," International Business Review, Elsevier, vol. 23(2), pages 329-342.

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