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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.

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.

Suggested Citation

  • Slater, Stephanie & Robson, Matthew J., 2012. "Cultural interpretations of destructive acts and trust in Japanese supply channel relationships," International Business Review, Elsevier, vol. 21(3), pages 357-368.
  • Handle: RePEc:eee:iburev:v:21:y:2012:i:3:p:357-368 DOI: 10.1016/j.ibusrev.2011.04.003
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    References listed on IDEAS

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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, pages 329-342.
    2. López-Duarte, Cristina & González-Loureiro, Miguel & Vidal-Suárez, Marta M. & González-Díaz, Belén, 2016. "International strategic alliances and national culture: Mapping the field and developing a research agenda," Journal of World Business, Elsevier, vol. 51(4), pages 511-524.

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