RUNNIN NG HEAD: MABUCHI M MOTOR CO O., LTD.

CA ASE ANALY YSIS

Mabu uchi Motor Co., Ltd. C ase Analysi is International Man nagement Assignmen nt 3 Candidate: Emad Abou uElgheit ISM - International School of f Manageme ent Doctor of Philosophy P ( (Ph.D.)

Presented to: t Professor Peter P Horn 26 July 2011 Word Coun nt: 3,847

MABUCHI MOTOR CO., LTD. CASE ANALYSIS

Abstract This paper analyzes the case study of Mabuchi Motor Co., Ltd conducted in the year 1998. In the year 1995, the leading small electrical motors Japanese manufacturer faced difficulties at the beginning of implementing its NIHAO program in one of its Chinese subsidiaries. The program aimed to train local potential Chinese staff to take over managerial positions in order to lead local operations and reduce the expatriate Japanese managers percentage in offshore locations, a strategic objective that Mabuchi realized it was a must to move towards true globalization and integrating activities on a global scale. The paper analyzes reasons behind challenges that faced the program implementation; the research proposes the key reasons behind these challenges being the Chinese managers resistance to the program due to not being a part of the program design, and having the fact that cultural aspects created a conflict between the ethnocentric Japanese management approach and the local culture of potential Chinese managers. The paper also studies Mabuchis organizational structure and leadership style that are also considered as supporting factors that created the Chinese resistance to the NIHAO. Keywords: Small Electric Motors, Japan, Internationalization, International Management, Case Analysis, Mabuchi, Cross Cultural Management, Diversity, Cultural Differences, Organizational Structure, Leadership

MABUCHI MOTOR CO., LTD. CASE ANALYSIS Mabuchi Motor Co., Ltd. Case Analysis International Management Assignment 3 Introduction The small electrical motors industry serves five main end user demands; motor vehicles; appliances and other consumer durables; heating and cooling machinery; computers and office

equipment; and various industrial machines. Most growing demand found to be in computers and office equipment, and appliances and durables.1 Mabuchi competed mostly in all of the main categories.2 Small electrical motor makers compete primarily in product design and technological performance aspects. The component-based industry depends on meeting the Original Equipment Manufacturer OEM standards at the best design and the lower cost possible. In the rapidly-growing and highly-competitive industry, the upper hand in bargaining power rests with the OEMs.3 The industry has globalization potentials due to the possible high degree of standardization in product features and the wide possible global base for sourcing and selling. Forward integration can be very difficult for small electric motor makers as diversifying into OEMs or full-product manufacturers requires a completely different investment levels and technological knowhow. On the other hand, backward integration for raw materials supply can achieve a competitive advantage. Accordingly, the low need for local responsiveness and the average need for vertical integration should classify the industry as a regional industry,4 an argument that is supported by the fact that the industry is dominated by Japanese and Asian companies.5

MABUCHI MOTOR CO., LTD. CASE ANALYSIS The Japanese-led industry has forced Japanese companies to send their managers and technicians overseas in order to control production quality and train local subsidiaries. However, the number of expatriate Japanese managers across the globe has been declining.6 One of the reasons behind these declining numbers is the relatively huge cost of sending a Japanese manager overseas compared to its local peers cost with a ratio of 20:1 to 10:1 respectively.7 Another reason is the scarcity of supply for Japanese managers to send for expatriate missions

due to the increased number of offshore Japanese subsidiaries. Realizing the need for developing and empowering local talents is also a key reason to achieve true globalization and efficiency. The traditional Japanese "rice paper ceiling" practice of limiting non-Japanese employees from managerial positions is starting to be discontinued by many Japanese companies overseas especially in Japanese subsidiaries in the developed world such as the US.8 Approaching the issue from a strategic perspective, it can be concluded as a natural evolution for any foreign direct investment that the number of expatriate managers should decrease with the increase of the market entry age and organization size. When local managers are well-educated on corporate strategies and culture, they should be more capable of running business as planned.9 Since Mabuchi started its international expansions as early as the 1996s,10 more numbers of local managers in most offshore locations should be ready to take charge. Analysis After introducing the small electric motors industry overview and explaining reasons behind the declining number of Japanese expatriates overseas, the paper analyzes Mabuchis key business strategies, organizational structure and management methodology. Finally, the analysis

MABUCHI MOTOR CO., LTD. CASE ANALYSIS goes deeper into the cultural aspects, similarities and differences of the Japanese and Chinese professionals, and how all factors can affect the implementation of the NIHAO program. Corporate Strategies Mabuchi Motors adopted primarily a concentric diversification strategy selling its products to different sectors that demand end product with similar technological knowhow to

manufacture. The company also followed a balanced market development, product development, and market penetration strategies dominating the Asian industry with a strong regional sourcing and global selling base. The company depended on foreign direct investment in its expansions aiming to maximize profit margin and control over production quality.11 Mabuchi has set an example for Japanese companies to follow in terms of production efficiency by moving manufacturing off the Japanese borders to lower wedges countries. In fact, the 100 percent Japanese company never builds a product in Japan.12 Operations strategy follows a mass production strategy with a high degree of standardization. It can be concluded that Mabuchi followed a differentiation strategy providing high quality products and customer service for global customers who traded such qualities for relatively higher prices. In terms of Mabuchis position in the internationalization process, the company can be described as an international organization, where core functions are centralized in headquarters, and the company exports its production to many global markets. Regional subsidiaries are not yet independent or integrating activities on a global scale.13 The path to the internationalization can be described as an accelerated geographic expansion.14 Mabuchis competitive advantages are illustrated in its core competencies and intangible assets such as; product quality, lean production, operational excellence, timely delivery and qualified labor.15 According to the resource-based view, the intangibles and the rich sourcing

MABUCHI MOTOR CO., LTD. CASE ANALYSIS infrastructure are the primary sources of the competitive advantage. According to Porters strategic positioning approach, the company was successfully able to take advantage of the macro environmental trends and opportunities, as well as its continuous attempts to minimize threats by having a less dependence on China as a prime manufacturing location and trying to open new offshore manufacturing locations.16 Mabuchis diversification strategies held great advantages for the companys growth and prosperity. The company successfully covered a wide range of product categories for different

industries. However, this diversification strategy can put difficulties on the implementation of the NIHAO program by having the need to integrate local managers activities on both the regional and the product division dimensions which can be more challenging at the beginning of the implementation. Moving operations out of the Japanese border by foreign direct investment has helped the company to decrease cost of sales significantly and lead the global market. This can also help the implementation of NIHAO as the potential new local managers will be exposed to all aspects of operations with a freedom to experiment new methods and strategies. As for the differentiation strategy and the adoption of strict quality standards; it can be a double edged weapon in the NIHAO implementation by exposing local managers to tough quality measures that forces them to either succeed in implementing, save huge costs which can help the companys globalization, or to fail which can lead to additional training investments and time. Organizational Structure and Management analysis Taking the Chinese subsidiary of Dalain as an example, we find it an example of a pure functional structure where a great respect to hierarchy and formal reporting lines. Yet, the structure suites mass production industrial firms. Moving to a wider scope of Mauchis corporation global structure, we find it mostly a functional structure with some elements of the

MABUCHI MOTOR CO., LTD. CASE ANALYSIS product division and the international division organizational structures.17 It can be concluded that this mix is the result of the attempts to globalize the traditional functional structure by

assigning general managers to control product division and country managers to control overseas locations. The new Mabuchi 21 steering committee is found to be extremely distant from overseas operational and divisional managers in terms of hierarchy and reporting line. The local affiliates run by Japanese expatriate managers are working under the global structure and implementing strategies set by the headquarters,18 a strategy that is found to be mostly adopted by corporations that face both high pressures of globalization and low local affiliate capabilities19 which is not the case of Mabuchis Japanese managers. A 100 percent of the manufacturing general managers are expatriates, while around only 10 percent of all factory managers are local. The two local factory managers are in Chinese locations. In the section chiefs category, there is an obvious inconsistent ratios of local versus expatriate numbers across different locations. However, the average number for all locations shows a higher percentage for locals. Below the section chiefs level, no expatriates are found.20 The implementation of the NIHAO program assigned local Chinese managers to handle separate activities that dont overlap or interrelate assuming such strategy can minimize internal conflicts.21 In terms of leadership and decision-making styles, the company adopted a transactional leadership style where contingent rewards based on performance are applied,22 a management strategy that is mostly found in multinational corporations.23 The ethnocentric Japanese management style put great power to its proved-successful management philosophy24 which is applied across all global locations with the minimal local adjustments to meet each local need.

MABUCHI MOTOR CO., LTD. CASE ANALYSIS Looking at the strengths and weaknesses of Mabuchis organizational structure and management style, we find that the functional structure is suitable for industrial organizations seeking a great degree of standardization and operational efficiency.25 The structure also helps having faster decision-making processes due to the centralization and the legitimate power of line managers. Having Mabuchi 21 committee on the top levels of corporate structure can empower the strategic initiative and helps a faster implementation of the NIHAO program. The high level of expatriate managers in global locations should help transferring the corporate strategies and culture to offshore subsidiaries. The transactional leadership can motivate employees to work harder and achieve greater efficiency and effectiveness in operations. However, these strategies also hold many weaknesses such as; the difficulty to transfer and execute corporate level strategies to local operations due to a great power distance between both. The functional structure doesnt empower local managers to innovate with an entrepreneurial spirit in order to compete in developing their own business units and take creative approaches and decisions, as well as it can prevent them from integrating and sharing knowledge with their peers overseas. The increased level of expatriate managers especially in top positions can

demotivate ambitious local individuals who are capable and holding a non-utilized valuable local market knowledge. Such structure and strategy can also create a natural resistance to the NIHAO program as it can be perceived as an outsiders agenda to be applied disregarding individual local location needs. Separating local managers activities in the NIHAO program isnt utilizing a valuable team spirit and sharing knowledge among local Chinese managers that is an integral part of their culture.

MABUCHI MOTOR CO., LTD. CASE ANALYSIS Cultural Aspects Analysis The Japanese culture is a unique one among its regional similar Asian cultures as it represents a mix between the authentic collective Asian cultures from one hand, and the masculine and individualistic Western cultures on the other hand. The parochial approach in implementing the NIHAO program indicated cultural conflicts between the enforced Japanese management system and the Chinese managers. In order to spot the real cultural conflicts points

and the degree of which each conflict can impact the implementation of NIHAO, the paper puts a conceptual framework to analyze the Japanese-Chinese cultural differences through selected 13 key cultural aspects of; individualism, informality, materialism, time orientation, power distance, uncertainty avoidance, masculine/feminine, how hierarchy and managers role is perceived,26economic and political Philosophy and religion and education.27 (See Exhibit 2) Gap analysis finds higher gaps in power distance, masculinity/femininity, hierarchy and managers role, and religion and political philosophy, while the two cultures are found to be close in terms of time orientation and uncertainty avoidance. Looking deeper into the cultural differences, we find that the two cultures perceive ones relationship to the universe differently. In the Japanese culture, events and circumstances are under ones control, planned activities should simply happen if resources to accomplish are available. On the other hand, Chinese employees may tend to believe that future events are previously-determined by a higher force that is out of individuals control. Ones responsibility and space in the Chinese culture are extended to include colleagues, family and community unlike the individualistic Japanese culture. Chinese put higher values to the actual process or journey to achieve something than the actual results. Managers and power distance are primarily people-oriented and not results or objectives-oriented. Informality in the Chinese manager-subordinates relationship is highly

MABUCHI MOTOR CO., LTD. CASE ANALYSIS contrasting with the strict Japanese relationships in that matter, team achievements are praised more than individual achievements, room for innovation and individual initiatives and compensations are uncommon. In terms of higher education and professional training quality,

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Japan is found to be a long way ahead of China in that matter. Quality of the Japanese education system does not stop at primary education, but also to the higher education and training unlike the Chinese education system. These academic qualities are intensively-needed in managerial positions. Having a pool of Chinese local managers that have the necessary education and training can be challenging. On the other hand, the two cultures are similar in terms of their longterm view of time. Both cultures do not feel the typical Western tense time pressure in accomplishing activities, instead, they tend to give enough time to consider and implement business activities, an approach that matches another cultural aspect with a low gap between both cultures which is the level of uncertainty avoidance. Both cultures are hesitate to do things differently or to test new initiatives. Both prefer to do things the way proved successful before and take lower risk levels in business activities.28 In a general look we find that differences between the two cultures are more than their similarities. Adding to the problem, most differences do not present a challenge in the lowerlevel or workers class in Mabuchis operations in China, but they do present huge challenges among senior-level and management Chinese staff and accordingly the implementation on the NIHAO program. Chinese managers cultural norms and values would be naturally-resistant to a system that doesnt give enough credit to team accomplishments and promotes individual contributions instead. The Chinese perceived responsibility for the wellbeing and accomplishments of their staff and the casual relationships can conflict with having the necessary strict and disciplined Japanese management system. In addition to that, the enforced Japanese

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system is perceived as a materialistic and capitalistic system that is imposed on them and doesnt promote highly-rated spiritual and idealistic values of the Chinese staff, but only aims to achieve more profits. Conclusions The unsuccessful implementation of the NIHAO program in China is primarily due to a strong resistance by the Chinese staff. This resistance is due to culture-related aspects whether these aspects are illustrated in the differences between the Japanese and Chinese business cultures or due to the management and corporate structure aspects that resulted from the ethnocentric Japanese culture and derived Mabuchi to enforce its parochial system in China. Mabuchi didnt take advantage or plan to avoid threats of cultural diversity in the design and the implementation of the NIHAO program. Mabuchis international exporter behavior doesnt empower offshore subsidiaries to manage their business units based on what is suitable for each local talent, culture, and needs. Instead, all offshore subsidiaries only implement centralized strategies comes from the headquarters which creates a natural resistance to the NIHAO program implementation having the fact they didnt participate or had an input in designing it, while believing they know their own home countries better, and having the fact that they shouldve already gained a lot of experience in Mabuchis business considering the older age and size of the Chinese operations. The resistance to the program is also empowered by the natural uncertainty avoidance in the Chinese culture and their negative perception to the materialistic values and capitalistic approaches. The separate assignments designed for local managers did not plan to take advantage of the collective culture and lack of individuality among Chinese starting managers. The strict

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contingency policies to compensate individual high performers and penalize low performers did not take into consideration the strong people orientation among Chinese managers who perceive themselves as socially-responsible for their subordinates. Having a 100 percent of manufacturing activities out of the Japanese borders helps cost savings but also represents a greater management challenge of forcing Japanese managers to manage operations outside of their comfort zone. Even having Japanese expatriates at a higher cost did not leave them to autonomously plan and manager their locations. Accordingly, the high investment did not leverage their experience and capabilities, but assigned them to just execute strategies from the headquarters. The Mabuchi 21committes location in the functional organizational structure holds a great challenge to study and exchange information with local people on the ground to take their input, interact and brainstorm in designing the program. In other words, local teams are not represented at all in the committee planning to introduce a new program for them to implement. Since local affiliates are mostly run by Japanese expatriate qualified managers, a great deal of local innovation on the country level is lost, as well as causing to bare a greater cost of the Japanese expatriates. The NIHAO program design didnt take into consideration how to leverage the huge potentials of the Chinese collective and spiritual culture and the strong community and family orientation in order to achieve greater cost savings and a higher employee morale. The program also didnt take advantage of the similarities between the two cultures in terms of uncertainty avoidance and time orientation to achieve greater mutual understanding and communication. It can also be easily concluded that Mabuchi didnt invest in developing a strong global corporate culture that can minimize the cultural differences between nations.29

MABUCHI MOTOR CO., LTD. CASE ANALYSIS Recommendations At this point, Mabuchi has the option to continue the implementation of the NIHAO program with more strict policies to enforce the corporate headquarters management style and culture on the Chinese managers, a process that is expected to face more resistance, time and

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costs investments. But using this alternative can achieve Mabuchis strategic objective eventually to start depending on local managers in China. Another option is to abort the NIHAO program and leave Japanese expatriates to run Chinese operations, an option that continues to drain the companys financial and personnel resources, as well as creating a strong demotivation for ambitious Chinese potential managers. This alternative can put Mabuchis strategists at a position of failure to achieve one of the companys strategic objectives. A third alternative is to pilot the program in another less-strategic global location such as India or Taiwan instead of China, study outcomes, tweak and fine-tune the program and reintroduce it in China. Using this alternative can also help achieving the desired strategy with a time delay to implement in Mabuchis main operations location. However, the above alternatives treat the problem from a tactical perspective and dont help the companys way into true globalization by starting its first offshore management program based on a tangible and quantifiable understanding of global management approaches. In September 1995, Mabuchi should pause the implementation of the NIHAO program for a period of three months. This period should aim to redesign and tweak the NIHAO program towards more tolerance and understanding to local culture and needs. The organization should also study a change to its global organizational structure. Mabuchi 21 committee should add to its team local Chinese country managers. These local elements should be one of the primary inputs in the design of the NIHAO program. The management should explain thoroughly the

MABUCHI MOTOR CO., LTD. CASE ANALYSIS importance of this program to local staff in a form of clear and defined objectives that can directly relate to them. For example; we want to have a 50 percent of our management team in China of local staff by the end of the year 1997, we want to raise the overall labor productivity

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and wedges by 20 percent at the same time. The company should also communicate and address possible limitations as well as potentials of labor, budgets and resources to local staff clearly. The management should adopt a friendly and open communication style with local staff to spot specific issues and resolve real problems, with the notion of mutual respect and partnership spirit.30 Mabuchi should allow local staff to address their key diversity issues to be taken into consideration and promote open and constructive discussions about diversity.31 The NIHAO program should be communicated and positioned internally as a way to raise the Chinese career aspiration and community overall in a positive way by providing training programs and career development plans. Regarding the organizational structure, Mabuchi should abort its rigid organizational restructure into a new global product division structure mixed with a regional and country management matrix to suite its current capabilities of having low local affiliates capabilities, high product standardization and product specialization (See Exhibit 1).32 The new structure should have vice presidents to oversee each product categorys global operations, R&D, sales, marketing and sourcing, where these functions are responsible for business development, sales and overall product performance. The new global structure should also include country managers to act as liaisons between local functions and global product management; these managers are compensated based on cost reduction and production efficiency. Regional centralized research and development centers should be in Japan, Europe and North America and should be responsible for the global and regional product innovation and design. Regional directors will

MABUCHI MOTOR CO., LTD. CASE ANALYSIS have a dotted reporting to global product VPs, and Mabuchi 21 committee will coordinate between the executive level and the country management level (See Exhibit 1). Aspatial career assignments should be held for Chinese managers to travel to the headquarters and accomplish global missions in order to get exposed to different cultures and management styles. These assignments should be planned and compensated properly to avoid possible disappointments after completion. SWOT teams consisting of global and autonomous talents should be created to minimize the cost of permanent expatriate positions towards more flexible and cost effective global problem solving strategies.33 A global function of corporate communication should be created to build a strong

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corporate culture taking into consideration all current and future aspects of cultural diversity and inputs from each culture to come up with a documented code of conduct that carries global values of mutual respect, quality, innovation, and team work. Each existing and new employee should be oriented and educated about the corporate culture in all locations and positions. Knowledge exchange between International teams should be facilitated, global recognition programs, job rotations, corporate events and social activities should be held to help narrowing national differences into a one global corporate culture. The corporate communications role should be extended to reach local suppliers and partners in building a global corporate brand that cares for community and adheres and celebrates local cultures.

MABUC CHI MOTOR R CO., LTD. . CASE ANA ALYSIS Exhibit 1 Recomm mended New w Mabuchi Global G Orga anizational Structure

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CEO

Audio & Visual VP

Au utomotive VP P

Infor rmation & Comm munication VP

Hom me & Industr rial VP

Regional Director Asia Pacifi ic

Regi ional Direc ctor Ame ericas

Regional Director Europe

Country s Managers

Cou untry Mana agers

Country Managers

Mabuchi 21 e Committee

Opeartions

Sales

Marketin ng

Loca al R&D

Purchasing

Qualit ty

Sources: Beamish, B P. & Morrison, M A. & Rosenzweig, P. & Inkpen, A A. (2002). Inte ernational Man nagement: Text t and Cases.34

MABUCHI MOTOR CO., LTD. CASE ANALYSIS Exhibit 2: Japanese-Chinese Business Culture Gap Analysis Cultural Aspect Individualism Informality Materialism Time Orientation Power Distance Uncertainty Avoidance Masculine/Feminine Hierarchy and Managers Role Economic Philosophy Political Philosophy Religion Higher Education and Training Quality Market Economy Partially-Democratic51 Mostly No Religion52 High54 Mixed Economy Communist Medium High Japanese Culture Partially-Collective35 Formal37 Materialistic39 River41 Highly-Perceived43 Tolerant45 Highly-Masculine47 Strict, Directive49 Chines Culture Highly-Collective36 Informal38 Low Materialistic40 River42 Lowly- Perceived44 Avoidant46 Feminine48 Loose, Supportive50 Gap Analysis Medium Medium Medium Low High Low High High

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Buddhism/Collective53 High Low55 High

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End Notes

Deneen, M., & Gross, A. (2000). End Uses and End Users of Small Electric Motors. Business Economics, 35(2), 66. Retrieved from EBSCOhost.

Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Deneen, M., & Gross, A. (2000). End Uses and End Users of Small Electric Motors. Business Economics, 35(2), 66. Retrieved from EBSCOhost.

Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

Reuters. (2011). Electrical Components / Equipment. Retrieved from http://www.reuters.com/sectors/industries/rankings?industryCode=41&view=sales

Beamish, P. W., & Inkpen, A. C. (1998). Japanese Firms and the Decline of the Japanese Expatriate. Journal of World Business, 33(1), 35. Retrieved from EBSCOhost.

Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Beamish, P. W., & Inkpen, A. C. (1998). Japanese Firms and the Decline of the Japanese Expatriate. Journal of World Business, 33(1), 35. Retrieved from EBSCOhost.

Lifeng Geng, D. T. (2004). Ownership and International Joint Ventures' Level of Expatriate Managers. Journal of American Academy of Business, Cambridge, 4(1/2), 75-83. Retrieved from EBSCOhost.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services.

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Takeda, K. (1997). The Mabuchi Brothers: Japan's offshore pioneers. Asian Business Review, 47. Retrieved from EBSCOhost.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Afonso, F., & Maria Tereza, F. (2003). Competitive strategies and core competencies: perspectives for the internationalisation of industry in Brazil. Integrated Manufacturing Systems, 14(1), 16-25. Retrieved from EBSCOhost.

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Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Kedia, B. L., Nordtvedt, R., & Prez, L. M. (2002). INTERNATIONAL BUSINESS STRATEGIES, DECISION-MAKING THEORIES, AND LEADERSHIP STYLES: AN INTEGRATED FRAMEWORK. Competitiveness Review, 12(1), 38. Retrieved from EBSCOhost.

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Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

25

Wikipedia Website. Organizational structure. Wikipedia. Accessed June 25th 2011 < http://en.wikipedia.org/wiki/Organizational_structure >.

26

Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

27

Chang, L. (2002). Cross-cultural differences in international management using KluckhohnStrodtbeck Framework. Journal of American Academy of Business, (2/1), 20.

28

Chang, L. (2002). Cross-cultural differences in international management using KluckhohnStrodtbeck Framework. Journal of American Academy of Business, (2/1), 20.

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Wiechmann, D., Ryan, A., & Hemingway, M. (2003). DESIGNING AND IMPLEMENTING GLOBAL STAFFING SYSTEMS: PART I--LEADERS IN GLOBAL STAFFING. Human Resource Management, 42(1), 71-83. Retrieved from EBSCOhost.

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Miroshnik, V. (2002). Culture and international management: A review. The Journal of Management Development, 21(7/8), 521.

31

Roberts, K. & Kossek, E. & Ozeki, C. (2003). Managing the global workforce: Challenges and strategies. The Academy of Management Executive;, 12(4), 93.

32

Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

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Roberts, K. & Kossek, E. & Ozeki, C. (2003). Managing the global workforce: Challenges and strategies. The Academy of Management Executive;, 12(4), 93.

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Beamish, P. & Morrison, A. & Rosenzweig, P. & Inkpen, A. (2002). International Management: Text and Cases. USA: McGraw-Hill/Irwin.

35

Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

36

Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

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Ford, J. B., & Honeycutt Jr, E. D. (1992). Japanese national culture as a basis for understanding.. Business Horizons, 35(6), 27. Retrieved from EBSCOhost.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

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Schaefer, A. D., Hermans, C. M., & Parker, R. (2004). A cross-cultural exploration of materialism in adolescents. International Journal of Consumer Studies, 28(4), 399-411. doi:10.1111/j.1470-6431.2004.00395.x

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Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

42

Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

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Ford, J. B., & Honeycutt Jr, E. D. (1992). Japanese national culture as a basis for understanding.. Business Horizons, 35(6), 27. Retrieved from EBSCOhost.

44

Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services.

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Ralston, D. A., Holt, D. H., Terpstra, R. H., & Yu, K. (1995). THE IMPACT OF CULTURE AND IDEOLOGY ON MANAGERIAL WORK VALUES: A STUDY OF THE UNITED STATES, RUSSIA, JAPAN, AND CHINA. Academy of Management Best Papers Proceedings, 187-191. doi:10.5465/AMBPP.1995.17536453

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Ralston, D. A., Holt, D. H., Terpstra, R. H., & Yu, K. (1995). THE IMPACT OF CULTURE AND IDEOLOGY ON MANAGERIAL WORK VALUES: A STUDY OF THE UNITED STATES, RUSSIA, JAPAN, AND CHINA. Academy of Management Best Papers Proceedings, 187-191. doi:10.5465/AMBPP.1995.17536453

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Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

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Goerzen, A. & Beamish, P. (1998). Mabuchi Motor Co., Ltd.. Ivey Management Services. Miroshnik, V. (2002). Culture and international management: a review. Journal of Management Development, 21(7/8), 521. Retrieved from EBSCOhost.

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