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A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US

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Abstract

The purpose of this paper is to understand how Japanese Multinational Corporations (MNCs) make organizational decisions in the United States (US). For this purpose, a grounded theory approach conceptualized by Strauss and Corbin (1990) was employed using a sample of 8 Japanese MNCs operating in the US. Semi-structural interviews with a total of 20 managers, 10 Americans and 10 Japanese, were conducted for data collection. Two decision-making tactics emerged from the analysis of interviews through the grounded theoretical model. Five propositions were generated, illustrating the characteristics of decision-making processes of Japanese MNCs in the US. Implications for future studies will be addressed.

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  • Yoshitaka Yamazaki, 2005. "A Grounded Theory Approach to Decision Making Processes of Japanese Multinational Corporations in the US," Working Papers EMS_2005_01, Research Institute, International University of Japan.
    • Handle: RePEc:iuj:wpaper:ems_2005_01
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