Preprint version. Industrial Relations: A Journal of Economy and Society, Volume 34, Issue 3, July 1, 1995, pages 417-440.
Copyright © 1995 Sage Publications.
The definitive version is available at http://dx.doi.org/10.1111/j.1468-232X.1995.tb00381.x.
From a series of qualitative interviews with Japanese managers and German managers and workers in thirty-one Japanese-owned companies in the Düsseldorf region of western Germany, this article discusses differences in cultural patterns and organizational styles between the German and Japanese employees and the problems these pose for communication, cooperation, and morale. First, we deal with cultural contrasts: language issues, interpersonal styles (personability and politeness), and norms regarding the taking of responsibility. Second, we examine the impact on cross-nationality relations of established organizational practice: for example, German specialism vs. Japanese generalism; direct and vertical vs. indirect and incremental decision making. We also discuss efforts by these firms to find compromise systems that would meet the needs and interests of both sides. The third focus is the reactions of Japanese companies in North Rhine-Westphalia to German unions, works councils, and codetermination regulations. In the labor view, Japanese firms overall do no better or worse than comparable German firms.
Social and Behavioral Sciences