Japanese Firms and the Decline of the Japanese Expatriate

Beamish, Paul W.; Inkpen, Andrew C.
March 1998
Journal of World Business;Spring98, Vol. 33 Issue 1, p35
Academic Journal
Conventional wisdom holds that Japanese firms use large numbers of expatriates and are reluctant to allow local nationals a significant role in subsidiary management. Japanese firms have been criticized for their unwillingness to capitalize on the internal diversity in their international managerial ranks. It has been suggested that a rice paper ceiling in Japanese firms restricts local managers from advancement opportunities and involvement in corporate-level decision making. The research reported in this paper directly challenges the notion that Japanese firms are unwilling to reduce their take of expatriates. Using a comprehensive database of Japanese subsidiaries, this paper shows that the number of Japanese expatriates is declining and has been for some time. One explanation for this decline is that Japanese firms have had no choice because of a limited supply of managers for expatriate positions. A second explanation is that Japanese firms are beginning to recognize the importance of empowering local management and are becoming more truly global in how they compete.


Related Articles

  • The Best of Times and the Worst of Times: Japanese Management in America. Yoshi Tsurumi // Columbia Journal of World Business;Summer78, Vol. 13 Issue 2, p56 

    This article presents information on Japanese management in America. It has become increasingly apparent that Japanese subsidiaries in the U.S. may be classified as either outstanding successes or outstanding failures. At one extreme are the few firms which have successfully adapted the Japanese...

  • Leadership decision-making utilizing a strategic focus to enhance global achievement. Ballantyne, Scott // Journal of Management & Marketing Research;Sep2012, Vol. 11, p1 

    The purpose of this paper is to help leaders recognize the importance of utilizing a strategic focus to enhance achievement in a highly competitive global environment. Leadership theories allow most managers to be classified into a specific leadership fram framework can provide clues as to how...

  • The Postheroic Leader. Bradford, David L.; Cohen, Allan R. // Training & Development Journal;Jan1984, Vol. 38 Issue 1, p40 

    Characterizes an effective manager. Factors that should be considered by managers in making organizational decisions; Skills that should be acquired by managers to become developers.

  • EACH MANAGER HAS HIS OWN COMPASS. Eakin, Franzy // Journal of the Academy of Management;Aug59, Vol. 2 Issue 2, p134 

    Discusses the decision making process in management. Advantage of having a formal statement of criteria to a manager.

  • GOOD MANAGERS DON'T MAKE POLICY DECISIONS. Wrapp, H. Edward // Industrial Management;Oct67, Vol. 9 Issue 10, p2 

    Offers a challenge to commonly held beliefs about managers and decision making. Description of the manager's functions in an organization; Definition of a good manager; Analysis of different approaches in assessing the skills of manager as a decision maker; Conclusion.

  • The Gordian Knot: A Parable for Decision Markers. Cates, Richard Sharwood // Management Review;Dec90, Vol. 79 Issue 12, p47 

    Presents the story of the 'Gordian knot' to illustrate the various decision-making challenges in management faced by executives. Emphasis on focusing the process; Difficulties of shrinking data pertinent for the most effective management decisions.

  • NQF Fails Management Test. Hales, Batch // New Zealand Management;Oct99, Vol. 46 Issue 9, p64 

    Discusses why the National Qualifications Framework is inappropriate for delivering management education in New Zealand. Standards and criteria that make a good manager; Characteristics of management skills; Requirements for managers to execute decision-making.

  • THE EDUCATION OF A CORPORATE PRESIDENT. Patterson, Herbert P. // SAM Advanced Management Journal (00360805);Winter71, Vol. 36 Issue 1, p4 

    Presents an article dealing with corporate executives. Difficulties with executive decision-making; Factor that determines the success of a chief administrative officer; Expansion of the time-lapse between the moment of decision on a policy change and its actual implementation.

  • Human Resources Practices and the Bottom Line in Russian Subsidiaries. Krishnan, Rekha // Academy of Management Executive;Nov2001, Vol. 15 Issue 4, p134 

    The article discusses the results of a study investigating how human resource management (HRM) practices relate to subsidiary performance in Russia. Western multinational corporations (MNCs) typically prefer to use local employees in Russia, but also want to alter employee behavior to increase...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics