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Q1. What were the triggers of cultural change in Japan during the 1990s?
Case Study: Matsushita(Panasonic) and Japan’s Changing Culture How is cultural change starting to affect traditional values in Japan?
• A shift in traditional values began to emerge in Japan as the generation born after
• Strong Japanese values especially Confucian values within the 1964 started to come of age.
organisation.
• In terms of Hofstede’s cultural dimensions (high uncertainty avoidance) • This generation resisted many of the values shared by their parents and instead
embraced many Western traditions.
• Change in Culture
• Economic stagnation • Many watched as troubled companies reneged (went back) on lifetime
• Change in Leadership, Influenced by the American Culture employment commitments made during the post-ward period and decided that
instead of being tied to a single company they wanted the freedom to move around
in the same way that their Western counterparts could.
•In this new cultural era, values characteristic of employees in the Western world
such as individual effort will become more important in Japanese business, and
that these new values will eventually make their way into other parts of Japanese
life as well.
• The new generation, which resisted the lifetime employment Japan’s traditional culture helped Matsushita become a major
concept of their parents, has pushed for more freedom to move economic power during the post-war years and through the
from company to company. 1980s.
• This generation will make individual effort and initiative more Matsushita agreed to take care of its employees for life
important for success in Japan. These values may promote more providing benefits such as subsidized housing and retirement
risk taking by Japanese companies and in doing so influence the bonuses in exchange for loyalty and hard work.
highs and lows of Japan’s economy in a more direct way.
However, the prolonged economic slump that began in the
1990s made these commitments difficult to keep. Matsushita
was saddled with high expenses and no real way to cut them.
It is similar to the more recent challenges of GM to maintain
the commitments it had made to its older workers. 5-4
Q4. What is Matsushita trying to achieve with the human resource changes it has
announced? What are the impediments to successfully implementing these
changes? What are the implications for Matsushita if (a) the changes are made Q5) What does the Matsushita case teach you about the relationship
quickly or (b) it takes years or even decades to fully implement the changes? between societal culture and business success?
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a) Mercantilism
a) mercantilism
b) Comparative Advantage b) absolute advantage
c) Absolute Advantage c) Heckscher-Ohlin
d) Heckscher-Ohlin d) comparative advantage
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a) Mercantilism a) Mercantilism
b) Comparative Advantage b) Product life cycle
c) Absolute Advantage c) New trade theory
d) Product life-cycle d) Comparative advantage
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