Corporate Planning Practices in Japanese Multinationals.

Kaoru Hayashi

37 citations0/0 files storedAcademy of Management Journal

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International Business and FDI Management and Organizational Practices Global and Cross-Cultural Management

Abstract

Corporate planning practices in 19 Japanese multinationals are examined in terms of a set of theoretical premises for corporate planning. Deviations of the existing practices from the premises are identified and partly explained by socio-cultural characteristics peculiar to Japanese management. Perspective for change is also discussed.

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References

1951The Social System 1959The Silent Language 1950Methodology of the Social Sciences 1969Top Management Planning 1971A Concept of Corporate Planning.1959Long-Range Planning—Challenge to Management Science 1972Japan's Managerial System: Tradition and Innovation.1969Japan's Managerial System: Tradition and Innovation

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1977Cross-cultural aspects of personnel policies in multi-nationals: a case study of Chrysler UK 1985American and Japanese management practices in their Singapore subsidiaries

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