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Shaping Japanese Management Abroad: How and Why Japanese Companies are Embedded with Particular Practices in India

Author

Listed:
  • Mohan Pyari Maharjan

    () (Graduate School of Economics, Osaka University)

  • Tomoki Sekiguchi

    () (Graduate School of Economics, Osaka University)

Abstract

This paper investigates the human resource (HR) practices of Japanese companies operating in India. We studied 10 Japanese companies based on 17 interviews. The paper elaborates five major HR practices and explains why Japanese companies have established a specific set of HR practices in India. It then provides the details on how these HR practices have been originated, adjusted and integrated. The findings suggest less-focused training and developmental programs, and identical performance appraisal systems across all companies. Similar socio-cultural characteristics such as seniority-concerned and teamwork-orientation have facilitated the adoption of Japanese way of management in India.

Suggested Citation

  • 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 and Osaka School of International Public Policy (OSIPP).
  • Handle: RePEc:osk:wpaper:1502
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    File URL: http://www2.econ.osaka-u.ac.jp/library/global/dp/1502.pdf
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    References listed on IDEAS

    as
    1. Ouchi, William, 1981. "Theory Z: How American business can meet the Japanese challenge," Business Horizons, Elsevier, vol. 24(6), pages 82-83.
    2. 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.
    3. Sparrow, Paul R. & Budhwar, Pawan S., 1997. "Competition and change: Mapping the indian HRM recipe against world-wide patterns," Journal of World Business, Elsevier, vol. 32(3), pages 224-242, October.
    4. Jon I Martinez & J Carlos Jarillo, 1989. "The Evolution of Research on Coordination Mechanisms in Multinational Corporations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 20(3), pages 489-514, September.
    5. Șerban Georgescu, 2012. "Japan," Conjunctura economiei mondiale / World Economic Studies, Institute for World Economy, Romanian Academy.
    6. Pawan S. Budhwar & Harsh K. Luthar & Jyotsna Bhatnagar, 2006. "The Dynamics of HRM Systems in Indian BPO Firms," Journal of Labor Research, Transaction Publishers, vol. 27(3), pages 339-360, June.
    7. Schon Beechler & John Zhuang Yang, 1994. "The Transfer of Japanese-Style Management to American Subsidiaries: Contingencies, and Competencies," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 25(3), pages 467-491, September.
    8. Sparkes, John R. & Miyake, Maiko, 2000. "Knowledge transfer and human resource development practices: Japanese firms in Brazil and Mexico," International Business Review, Elsevier, vol. 9(5), pages 599-612, October.
    Full references (including those not matched with items on IDEAS)

    More about this item

    Keywords

    Japanese subsidiaries; human resource management; India; transfer of management practices; local adaptation;

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration

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