Corporate Culture in Multinational Companies

This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances.

Autorentext
Victoria W. Miroshnik is Associate Professor in Management, Tokyo International University, Japan. She was awarded the Adam Smith Research Fellowship from the University of Glasgow, UK and was previously Associate Professor in Management at Keimyung University, South Korea; American University Dubai; Ritsumeikan Asia-Pacific University, Japan; and a psychologist in the Military Academy of USSR in Tbilisi, Georgia.

Dipak Basu is Professor of International Economics, Nagasaki University, Japan. He has been awarded a University Medal, National Scholarship and British Council Scholarship. He was previously a lecturer at Oxford University; Institute of Agricultural Economics; and Research Officer at Cambridge University at the Department of Applied Economics. Dipak was also a Senior Economist in Charge, Standard and Poor, Middle East and Africa Division, and Senior Economist, Ministry of Foreign Affairs, Saudi Arabia. He is currently a Member of the Editorial Board for the International Journal of Decision Sciences, Risk and Management, and previously the editor of Middle East and Africa Review 1986-88.

Inhalt

1. Introduction 2. Corporate Culture: Concepts and Issues 3. Japanese Management System: Macro- and Micro- Level Perspectives 4. Role of Corporate Culture in Production Efficiency 5. Role of Corporate Culture: 'The 40 Samurais' 6. Role of Corporate Culture in a Major Japanese MNCs: Shogun One 7. Role of Corporate Culture in a Major Japanese MNCs: Shogun Two 8. International Experiences of Corporate Culture of Major Japanese MNCs 9. Corporate Culture at Highest Level: Governance 10. Analysis of Corporate Culture In Japanese Management Model 11. Conclusion