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How organizations promote person-environment fit: using the case of japanese firms to illustrate institutional and cultural influences

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  • Tomoki Sekiguchi

Abstract

The majority of person-environment (P-E) fit studies have been conducted in the Western context and little is known about the process through which organizations promote P-E fit. In this paper, I illustrate how Japanese organizations promote multiple types of P-E fit through their human resource practices. I also develop conceptual models in which promoting P-E fit in Japanese firms is contrasted with that of U.S. firms. The case and models suggest that institutional and cultural contexts affect the way organizations promote P-E fit. Future research directions for a better understanding of P-E fit management especially in the Asia-Pacific region are discussed. Copyright Springer Science + Business Media, Inc. 2006

Suggested Citation

  • Tomoki Sekiguchi, 2006. "How organizations promote person-environment fit: using the case of japanese firms to illustrate institutional and cultural influences," Asia Pacific Journal of Management, Springer, vol. 23(1), pages 47-69, March.
    • Handle: RePEc:kap:asiapa:v:23:y:2006:i:1:p:47-69
    DOI: 10.1007/s10490-006-6115-y
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    References listed on IDEAS

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    1. Cable, Daniel M. & Judge, Timothy A., 1996. "Person-Organization Fit, Job Choice Decisions, and Organizational Entry," Organizational Behavior and Human Decision Processes, Elsevier, vol. 67(3), pages 294-311, September.
    2. Casey Ichniowski & Kathryn Shaw, 1999. "The Effects of Human Resource Management Systems on Economic Performance: An International Comparison of U.S. and Japanese Plants," Management Science, INFORMS, vol. 45(5), pages 704-721, May.
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    Cited by:

    1. Mohan Pyari Maharjan & Tomoki Sekiguchi, 2016. "Human resource management practices at foreign-affiliated companies in least-developed regions: US and Japanese Companies in Nepal," Asian Business & Management, Palgrave Macmillan, vol. 15(2), pages 137-164, April.
    2. Jungwon Min, 2024. "A Symbolic Framing of Exploitative Firms: Evidence from Japan," Journal of Business Ethics, Springer, vol. 190(3), pages 589-605, March.
    3. Mohan Pyari Maharjan & Tomoki Sekiguchi, 2015. "Shaping Japanese Management Abroad: How and Why Japanese Companies are Embedded with Particular Practices in India," Discussion Papers in Economics and Business 15-02, Osaka University, Graduate School of Economics.
    4. Bo Shao & Pablo Cardona & Isabel Ng & Raymond N. C. Trau, 2017. "Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility," Asia Pacific Journal of Management, Springer, vol. 34(4), pages 951-974, December.
    5. Sang Hun Sung & Jee Young Seong & Yong Geun Kim, 2020. "Seeking Sustainable Development in Teams: Towards Improving Team Commitment through Person-Group Fit," Sustainability, MDPI, vol. 12(15), pages 1-15, July.
    6. Yina Mao & Kelly Peng & Chi-Sum Wong, 2012. "Indigenous research on Asia: In search of the emic components of guanxi," Asia Pacific Journal of Management, Springer, vol. 29(4), pages 1143-1168, December.
    7. Tania Hasan & Mehwish Jawaad & Irfan Butt, 2021. "The Influence of Person–Job Fit, Work–Life Balance, and Work Conditions on Organizational Commitment: Investigating the Mediation of Job Satisfaction in the Private Sector of the Emerging Market," Sustainability, MDPI, vol. 13(12), pages 1-20, June.
    8. Tomoki Sekiguchi & Fabian Jintae Froese & Chie Iguchi, 2016. "International human resource management of Japanese multinational corporations: Challenges and future directions," Asian Business & Management, Palgrave Macmillan, vol. 15(2), pages 83-109, April.
    9. Santanu Sarkar, 2009. "Individualism–collectivism as predictors of BPO employee attitudes toward union membership in India," Asia Pacific Journal of Management, Springer, vol. 26(1), pages 93-118, March.
    10. Nadeem, Sadia & Raza, Mishal & Kayani, Neelab & Aziz, Amna & Nayab, Dure, 2018. "Examining cross-cultural compatibility of high performance work practices," International Business Review, Elsevier, vol. 27(3), pages 563-583.

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