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Sources of Published Data

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197

accountability, 121, 129accounting audits, 131–2acculturation, 12, 107, 112, 160adverse selection, 120agency costs, 128agency problem, 120aggressive culture, 6, 15, 16American management style, 21, 22,

101–2, 122Anglo-American system of

governance, 122–3, 127–8appointment committees, 125Asian management models, 18–19asset liability management (ALM), 155assets, 17auditors, 123, 125, 127, 131–2, 134–5Australian subsidiary, 97–9, 113–15autonomous defect control, 25, 37autonomy, of subsidiaries, 3, 94–5,

97, 162

Balanced Score Card approach, 42bank holding companies, 144bank lending, 149–50Bank of Japan, 142banks, 124–6, 128–9, 141–50, 156, 158Basle Supervisors’ Committee, 145Bentler-Weeks model, 48–9black holes, 94board of directors, 121–7, 131, 158board size, 122, 129bonds, 149, 151, 153branch-plants, 96Britain, 33–4, 92

corporate culture in, 92–3corporate governance in, 127–8subsidiary in, 108–13

British empire, 163–4bubble economy, 145Buddhism, 35, 36, 84bureaucracy, 3, 21, 93, 101business franchise/distribution, 155business strategy, 16

Cadbury Report, 121capital

core, 145cost of, 148–9human, 40, 44, 49long-term, 148, 150organizational, 47patient, 148return on, 73social, 14, 40–1supplementary, 145Tier 1/Tier 2, 145

capitalismcrony, 19welfare, 35

capitalization, 155capital markets, 128career structure, 72–3centralized companies, 2–3Chaebols, 18–19Chief Executive Officer (CEO), 121,

123, 129China, 19, 164Cobb-Douglas function, 46codes of ethics, 158cognition, 1collective bargaining, 126collectivist culture, 16, 18, 35–6, 39,

163, 165, 169commercial banks, 144, 148, 149commitment, 41, 78communication, 78, 95, 113–14, 161community orientation, 50, 62, 76,

77, 78, 84, 86, 87company citizenship, 165–6, 170compartmentalization, 92–3competition, 72, 161

external, 95price, 28

competitive advantage, 6, 9, 15, 22–3, 40–3, 77, 102, 117, 165, 168

competitive culture, 6, 15competitive strategy, 2

Index

198 Index

conflict avoidance, 22conformity, 35, 38Confucian values, 164constast elasticity of substitution

(CES) function, 46–7continuous improvement, 24, 39, 50,

62, 71, 77, 86, 159contributors, 94cooperation, 98, 114, 161cooperative culture, 6, 15coordinated market economies, 160core capital, 145corporate culture

American, 22in Australian subsidiary, 97–9in Britain, 92–3in British subsidiary, 108–13competitive advantage and, 40–2,

165composition of, as unobserved

variables, 75–6concept of, 5–6and corporate performance, 13–17,

73, 100–1, 169correlation analyses, 65–6, 86–7creation of, 15development of, 1–2factor analysis, 66–7, 77–8, 87and governance, 120–58ideal vs. observed, 79–81, 88implicit, 91–2influences on, 38, 82–3international transfer of, 91–119in Japanese companies, 21–2, 33–43,

64–90, 168–70in Japanese management model,

159–67measurement of effects of, 49–50, 59of MNCs, 95–6national culture and, 82–3, 98–9nature of, 82–4person-organization fit and, 8–13,

15, 67–70, 87–9, 99–108, 162production efficiency and, 44–63and production function, 47–59qualitative analysis of, 97–9,

108–10, 113–15quantitative analysis of, 73–4, 84–5,

110–11, 115–17

questionnaire, 60–3role of, 1, 2, 6–8in Shogun One, 71–81in Shogun Two, 82–90statistical analysis of, 65Toyota, 23transmission of, to subsidiaries, 42,

91–117, 169–70types of, 6, 15–16understanding, 71–3value components of, 74–6, 85–6values and, 1, 5–6, 8–10, 13, 15, 36,

41–2, 78–9, 160–2, 168–9Corporate Culture Assessment Scale

(OCAS), 50, 73–4, 84corporate governance, 120–58

analysis of, 156–8Anglo-American, 122–3, 127–8board of directors, 121–7, 131, 158corporate survival and, 129–30defined, 120financial policy and, 120firm performance and, 121, 122,

143–6Germany, 126–8historical background on, 125–6at Honda, 130–5impact of, in Japan, 128–9in insurance industry, 140–3internal controls, 157–8macro aspects, 120micro aspects, 120NYSE-listed companies, 134–5at Olympus Corporation, 135–40principles of, 122reforms, 121–2, 124–5, 130, 158role of employees in, 123–4, 126stakeholder models of, 126traditional practices of, 122–3types of, 126–8

corporate laws, 124–5corporate network, in Japan, 17–18corporate performance, see

performancecorporate scandals, 124, 137–40corporate strategy, 1corporate survival, 129–30correlation analyses, 65–7, 86–7cost of capital, 148–9

Index 199

Cronbach’s alpha, 75, 86crony capitalism, 19cross-shareholding, 123cultural controls, 101–2cultural ideal, 160cultural identity, 15customer orientation, 76, 77, 78, 83,

86, 115customer satisfaction, 42, 50, 54–8, 62

data envelopment analysis (DEA) approach, 56

decentralization, 26–7decentralized companies, 2–3decision making

in centralized companies, 2–3in decentralized companies, 2–3executive, 121, 122joint, 3

defect control, 25, 37, 63deregulation, 125, 128, 140–3detail orientation, 6discriminant analysis, 68, 69, 80, 88,

89, 103, 111, 115–16, 117

Eastern philosophy, 84economic theory, 37economy, 44education, 58employees

career structure of, 72–3development of, 114egos of, 1expectations of, 11, 169loyalty of, 159motivation of, 2, 4, 7–9, 13–16,

19–20, 33, 41, 78–9, 107, 159, 167personality of, 78–9, 87–9person-organization fit and, 8–13,

15, 67–70, 87–9, 99–108, 162relationship between managers and,

72role of, in corporate governance,

123–4, 126self-respect of, 2seniority system for, 39, 99values of, 40

employee satisfaction, 42, 50, 123–4employee turnover, 107

employment relations, 22endurance, 98Enron, 124entrepreneurship, 8, 40–3environmental influences, 40, 42environmental issues, 72ethnocentric subsidiaries, 93exclusivity, 38executive management, 121, 122,

124–5, 161–2expatriate managers, 96, 161expectancy theory, 7explicit knowledge, 78external focus, 40extrinsic rewards, 7

factor analysis, 66–7, 77–8, 87financial crisis, 125, 126financial institutions, 141–3

see also banks; insurance industryefficiency of, 153–6

financial market, 158Keiretsu and, 146–50liberalization, 124

financial policy, 120firm performance, 4first-order subsidiary, 162flexibility, 40, 50Ford Motor Company, 33Foreign Exchange Control Law, 150foreign financial institutions, 141–3,

150–1foreign securities, 151, 152, 153,

154–5Frederick Woolley, 33, 34French empire, 163–4

German corporate governance, 126–8German firms, 144German subsidiaries, 92Glass-Steagall Act, 125–6, 144global citizenship, 164–6global culture, 163–4global economy, 58–9global firms, 93global innovators, 3globalization, 92, 93, 164global managerial culture, 164–6, 170goal orientation, 7, 62, 76, 77, 86

200 Index

government bonds, 149growth objective, 23Guanxi, 19Guest Keen and Nottlefield (GKN), 33

habitual values, 38harmony, 2, 72, 73, 101, 114, 115headquarters (HQ), 2–4

comparison between subsidiaries and, 113–16

purpose of, 159relationship between subsidiaries

and, 94–7, 161–2hierarchical relations, 34high-technology firms, 150Hinduism, 84Honda, 33

accounting audits, 131–2auditors, 134–5business execution system, 132–3corporate governance at, 130–5management organization in, 131philosophy of, 130–1stakeholders, 133–4

honor, 38Horensu, 108, 109–10, 113–14horizontal Keiretsu system, 146–8human capital, 40, 44, 59human development, 59human resources management, 16,

21–2, 27–32, 37–40, 42, 44–5, 87, 100, 101

human ware, 37hybrids, 96, 97

ideology, 1implementers, 3, 4, 94independent directors, 121–2, 125,

129, 131, 134India, 113individual factors, 37individualism, 84, 163, 165informal cultural controls, 101–2information systems, vertical, 27innovation, 6, 50, 62, 76, 77, 86, 87,

94insider-outsider psychology, 38Institute of International

Finance, 125

institutions, 36–7insurance industry, 140–6, 150–1,

155–6integrated players, 3–4integration processes, 17internal controls, 157–8internal focus, 40international analysis, of corporate

culture, purpose of, 91–7intrinsic rewards, 7

Japancorporate governance in, 122–3,

126–8corporate network in, 17–18industrialization of, 35insurance industry, 140–6, 150–1,

155–6national culture in, 17, 18, 34–6,

38–40, 98–9, 162Japanese companies

characteristics of sample, 64–5

corporate culture of. see Japanese corporate culture

management system of, 21–43tradition governance practices of,

122–3Japanese corporate culture, 21–2,

33–43, 64–90, 168–70characteristics of, 35–6effects of, 33–4national culture and, 39–40person-organization fit and,

67–70in Samurais, 64–70sources of, 34–6theory of, 36–43

Jinjibu, 22, 97–8, 110, 114, 160–2JOSHI, 72–3just-in-time, 25–6, 37, 164

kaizen, 14, 29, 37, 39, 71, 115, 159Keiretsu, 17–19, 22–3, 96, 97, 123, 126,

128, 142, 153and Japanese financial market,

146–50knowledge flows, 3–4Korea, Chaebols in, 18–19

Index 201

leaderscultivation of, 16vision of, 16

leadershipin Japanese organizations, 16style, 36, 38–40, 100transformational, 4

lean production system, 22, 24–7, 28, 37–8

learning processes, 17Leontief production function, 46living environment, 1local innovators, 3, 4localization policy, 93–4long-term capital, 148, 150loyalty, 2, 22, 159

macro value system, 6, 37, 38main bank system, 128–9management

executive, 121, 122, 161–2by values, 43

management systemacculturation and, 160American style of, 21, 22, 96, 101–2Asian models, 18–19Japanese, 21–43, 96, 101–2, 159–67Toyota production management

system, 23–32Type Z, 91–2, 96

managerial production function, 48–9managers

decision making by, 115expatriate, 96, 161relationship between employees

and, 72maximum likelihood, 49, 52Mazda, 33meso value system, 6, 38–9micro value system, 6, 37, 38mission statements, 43, 72Mitsui Keiretsu, 18, 23moral hazard, 120moral values, 38motivation

creation of, 78–9of employees, 4, 7–9, 13–16, 19–20,

33, 41, 78–9, 107, 159, 167person-organization fit and, 107

multi-functional teams, 26, 27, 38, 160–1

multinational companies (MNCs), 2, 163–4

Anglo-American, 93British, 93centralized, 2–3competitive focuses for, 95corporate culture of, 95–6decentralized, 2Japanese, 96–7subsidiaries of. see subsidiariestransmission of corporate culture to,

91–119, 169–70types of, 93

multiple regression analysis, 75–6

national culture, 1, 16–18, 34–6, 38–40, 82–3, 98–9, 162, 165

national managerial culture, 164–6Nissan, 33, 34NYSE-listed companies, 134–5

obedience, 98Olympus Corporation, 135–40open-mindedness, 98operational routines, 14operation management, 22organizational capital, 47Organizational Cultural Profile

(OCP), 59organizational learning, 169–70organizational performance, see

performanceorganizational structure, 47Organization for Economic

Co-operation and Development (OECD), 158

outcome orientation, 6outsourcing, 130ownership structures, 121, 129–30,

144–6

parent companies, see headquarters (HQ)

passive culture, 6, 15–16patience, 98patient capital, 148perfection, 25, 37

202 Index

performanceand corporate culture, 13–17, 73,

100–1, 169factors affecting, 6–8, 36and governance, 121, 122, 143–6intangible factors in, 42measurement of, 38, 73, 99motivation and, 7–8, 19–20tangible factors in, 42

personnel development, 114personnel management, see human

resources managementperson-organization fit, 8–13, 15,

67–70, 87–9, 99–108, 162polycentric subsidiaries, 93portfolio management, 155positive motivation, 2power struggles, 3price competition, 28principal-agent problem, 148production

efficiency, and corporate culture, 44–63

factors of, 44, 46–7flexible, 29lean production system, 22, 24–8,

37–8management systems, 100Toyota production management

system, 23–32production function, 1, 22, 44

aggregate, 46CES, 46–7Cobb-Douglas, 46concepts, 45–7and corporate culture, 47–59with customer satisfaction, 54–8estimation of managerial, 48–9goodness of fit statistics, 53, 55, 57Leontief, 46management and, 47models, 51–5, 57structural equation modeling of, 50–1

production systems, 1product standardization, 92, 93–4profitability, 121profits, 72, 73, 122, 158promotions, 99pro-socials, 41psychology, 1, 48, 56

quality circles, 37, 160quality control, 25, 28, 75, 109quality orientation, 62–3, 76, 77, 87

real estate prices, 145reciprocators, 41reconfiguration processes, 17religious values, 38remuneration committees, 125representative agents, 37research and development, 58respect, 6, 24, 38return on assets, 73return on capital, 73reward systems, 7risk-taking, 125–6, 156rules and regulations, 101

safety, 121Samurai, 35Sarbanes-Oxley Act, 125, 158Scandinavian companies, 92,

159–60second-order subsidiary, 162self-efficacy, 7self-regulators, 41senior executives, 123–5, 161–2seniority system, 39, 99shareholders, 123, 126–30, 158social capital, 14, 40–1social construction, 10–11social control, 4social coordination, 21–2social factors, 9, 36–7social information processing, 10–11social integration, 92socialization, 4, 7, 22, 41, 43, 95–6,

112, 159, 161social networks, 95stability, 6, 40, 41, 42, 50, 62, 76, 77,

86, 87stakeholder model, 126, 127, 133–4standardization, 92, 93–4statistical process control, 25stock markets, 126, 145, 146stocks, 151–4strategic entrepreneurship, 40, 41,

42–3strategic leaders, 94strategic management, 8, 27–8, 87

Index 203

structural equation modeling, 48–51, 56–7, 76, 112–13

subcontracting, 58subsidiaries, 2, 161

Australian, 97–9, 113–15autonomy of, 3, 94–5, 97, 162British, 108–13comparison between HQ and,

113–16control of, 92, 95–6first-order, 162Japanese, 96management of, 94person-organization fit and, 99–108relationship between HQ and, 94–7,

161–2resources for, 95roles of, 3–4, 94second-order, 162Thai, 99–108transmission of corporate culture to,

42, 91–119, 169–70types of, 94–6

supervisory boards, 126–7supplementary capital, 145supplier networks, 17–18, 33–4

tacit knowledge, 78team orientation, 6, 50, 62, 76, 77,

102, 159teams, 35

multi-functional, 26, 27, 38, 160–1teamwork, 25, 28, 37technical progress, 58technology, 29‘Ten Management Principles’, 27Thai subsidiaries, 99–108Tier 1 capital, 145Tier 2 capital, 145time management, 36total factor productivity, 58total productive maintenance, 29total quality management, 27, 28, 29,

37, 50, 62–3, 164Toyota, 18, 23, 96–7, 165, 166Toyota production management

system, 23–32Toyota Way, 24–7trade unions, 72

transaction costs, 17, 95–6transformational leadership, 4transformation processes, 17transnational companies, 93transplants, 96Type A organizations, 101–2Type J organizations, 101–2Type Z organizations, 91–2, 96,

101–2

United Kingdom, see BritainUnited States, 94, 127–8, 144US banks, 156US Financial Crisis Inquiry

Commission Report, 156US Financial Stability Board, 125US Treasury, 126utilitarianism, 37

value congruence theory, 10, 105, 162value creation, 1, 14, 18–19, 40–3values

corporate culture and, 1, 2, 4–6, 8–10, 13, 15, 36, 38–42, 78–9, 160–2, 168–9

formation of, 107management by, 43shifting, 164–5

vertical information systems, 27vision, 16volunteer work, 84

wealth production, 59welfare capitalism, 35Western firms

competitive nature of, 18leadership in, 39

Western practices, 81Wilks’ lambda, 69, 81, 88, 89, 103,

104, 110, 111, 115, 116work ethic, 72, 84working environment, 1WorldCom, 124World Product Mandate, 94World Product Mandate subsidiaries

(WPMs), 94–5

zaibatsu, 146zero defects, 25, 37, 63