This paper aims to analyze the effect of "Japanese style management" on job-consciousness at Indo-Japanese joint ventures. Our analysis for this purpose is focused on uncovering the differences in job-consciousness between the joint ventures and indigenous firms. The transfer of management, which is essentially a transfer of a portion of culture, necessarily colors the job-consciousness in the recipient firms. To prove this hypothesis, we conducted a structured interview survey in 1998 at three Indo-Japanese joint ventures and two Indian firms. Then we confirmed, through canonical discriminant analysis applied to our survey data, that (1) the introduction of various Japanese management practices promoted 'a sense of unity' and 'job satisfaction,' and (2) such management was welcome particularly by workers in the joint ventures, since those practices partly realized egalitarianism in the firm.
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Paper provided by Institute of Economic Research, Hitotsubashi University in its series Discussion Paper Series with number
a464.