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Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China
Jacky F.L.Hong1; Robin StanleySnell2; MarkEasterby-Smith3
2006-12
Source PublicationJournal of International Management
ISSN1075-4253
Volume12Issue:4Pages:408-429
Abstract

This paper draws on the social construction perspective and on social learning theory to examine the cross-cultural influences on organizational learning in MNCs. Social learning theory suggests that constructive engagement and member solidarity are key constituents of organization-based collective learning. Literature suggests, however, that cross-cultural differences in assumptions about social participation by organization members may impair organizational learning. The paper also reports a qualitative study, conducted at five Japanese-invested manufacturing companies in the Pearl River Delta, China. The research found that managers perceived Chinese frontline workers as lacking constructive engagement and member solidarity as compared with their Japanese counterparts, thus limiting organizational learning, and attributed these perceived differences to deep-seated cultural values. Attempts in two of the companies to ‘Japanize’ the workforces were reported to have had some impact, but appeared not to have substantially changed this picture. Urging caution regarding cross-cultural stereotyping and home country bias, we consider the implications for organizations with international manufacturing operations.

KeywordOrganizational Learning Cross-cultural Influence Social Construction
DOIhttps://doi.org/10.1016/j.intman.2006.09.005
Language英语
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Document TypeJournal article
CollectionDEPARTMENT OF MANAGEMENT AND MARKETING
Corresponding AuthorJacky F.L.Hong; Robin StanleySnell; MarkEasterby-Smith
Affiliation1.Faculty of Business Administration, University of Macau, P.O. Box 3001, Macau, China
2.Department of Management, Lingnan University, 8, Castle Peak Road, Tuen Mun, New Territories, Hong Kong, China
3.Department of Management Learning, Lancaster University, Lancaster LA1 4YX, UK
First Author AffilicationFaculty of Business Administration
Corresponding Author AffilicationFaculty of Business Administration
Recommended Citation
GB/T 7714
Jacky F.L.Hong,Robin StanleySnell,MarkEasterby-Smith. Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China[J]. Journal of International Management,2006,12(4):408-429.
APA Jacky F.L.Hong,Robin StanleySnell,&MarkEasterby-Smith.(2006).Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China.Journal of International Management,12(4),408-429.
MLA Jacky F.L.Hong,et al."Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China".Journal of International Management 12.4(2006):408-429.
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