Corporate Culture in Multinational Companies [electronic resource] : A Japanese Perspective /
Miroshnik, V.author.
Basu, D.author.
This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances.
Description based upon print version of record.
Cover; Half-Title ; Title; Copyright; Dedication; Contents; List of Illustrations; 1 Introduction; 2 Corporate Culture: Concepts and Issues; Role of corporate culture; Corporate culture and person-organization fit; Corporate culture and corporate performance; Corporate network in Japan; Asian management models and value creation; Guanxi in China; Conclusion; 3 The Management System of Japanese Companies: Macro and Micro Perspectives; The Japanese management model; The Toyota production management system; Effects of Japanese corporate culture; Sources of Japanese corporate culture
A theory of Japanese corporate culture4 The Role of Corporate Culture in Production Efficiency; Production function: concepts; Production function and corporate culture; Estimation of a managerial production function; The method of analysis; Measurement of the effects of corporate culture; Structural equation modeling of the production function; Production function model equation 1; Production function with customers satisfaction; Production function model 2; How corporate culture affects production efficiency; Conclusion; Appendix: measurement issues of corporate culture
5 Corporate Culture in the 40 SamuraisCharacteristics of the sample; Statistical analysis of the corporate culture; Correlation analyses; Factor analysis: corporate culture; Person-organization fit in Japanese parent companies; Conclusion; 6 Corporate Culture in Shogun One; Understanding the corporate culture; Quantitative analysis of the corporate culture; Corporate culture: definition of factors in (or value components of) corporate culture; Composition of corporate culture as unobserved variable; Factor analysis
Creation of motivation: personality of the employees and espoused values of corporate cultureComparison between 'ideal' corporate culture and 'observed' corporate culture; Conclusion; 7 Corporate Culture in Shogun Two; The nature of the corporate culture; Quantitative analysis of the corporate culture; Characteristics of the sample; Corporate culture; Correlation analysis; Factor analysis; Personality of the employees and espoused values of the culture in Shogun Two; Conclusion; 8 International Transfer of Corporate Culture; Purpose of international comparison
Corporate culture of Shogun One in its Australian subsidiary: qualitative analysisPerson-organization fit in Shogun One in Thailand; Corporate culture of Shogun Two in its British subsidiary; Shogun Two: structural equation analysis of the relationship between corporate culture in the Japanese HQ and its subsidiary in the UK; The 40 Samurais: comparison between the HQ and international subsidiaries; Conclusion; Appendix; 9 Corporate Culture at the Highest Level: Governance; Traditional practices of corporate governance in Japan; The role of employees
Recent changes: weakening of control by banks
Includes bibliographical references and index.
This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances.
Management.
International business enterprises.
Leadership.
Industrial management.
Organization.
Planning.
Behavioral economics.
Management.
International Business.
Business Strategy/Leadership.
Innovation/Technology Management.
Organization.
Behavioral/Experimental Economics.