Organizational Socialization Tactics in Japan

The taxonomy of organizational socialization (OS) tactics developed by Van Maanen and Schein (1977), and later operationalized by Jones (1986), has become a reference model widely applied beyond its original context. However, qualitative research examining these tactics in other cultural settings remains scarce. The analysis of divergent management systems highlights the need for context-sensitive approaches, particularly in cultures distant from that of the United States, such as Japan. This study addresses this gap by identifying the main polarities of OS tactics in the Japanese context and revealing three new dimensions: centralized–decentralized, in-the-work-setting–outside-the-work-setting, and explicit–tacit. It ultimately proposes an integrated framework grounded in the Japanese concept of ba.