Learning from Japanese Transplants and American Corporations

Abstract

In the past ten years, many Japanese manufacturers, especially automobile manufacturers, have opened plants in the United States. The Japanese have, in that time, increased their market share from one in five to nearly one in three cars that Americans drive. There are clear differences in Japanese and American business practices in the areas of organizational culture, leadership style, selection, training, employee attitudes, job satisfaction, and quality. American businesses must understand these differences and realize the most effective and efficient approach to produce goods and services that will fit in with our culture. The lessons we have learned from Japanese transplants and American corporations may have important implications to managers in public personnel management.