This book brings together research on the spread of Japanese multinational firms around the World. The authors examine how Japanese managers adapt management styles and manufacturing processes to workers in other countries.

Part I. Introduction 1: Allan Bird and Schon Beechler: The End of Innocence: Japanese Multinationals Abroad 2: D. Eleanor Westney: Changing Perspectives on the Organization of Japanese Multinational Companies Part II. Putting Japanese and Local Nationals Together: Creating Third Cultures 3: Mary Yoko Brannen and Jane E. Salk: When Japanese and Other Nationals Create Something New: A Comparative Study of Negotiated Work Culture in Germany and the United States 4: Jill Kleinberg: Negotiated Understandings: The Organizational Implications of a Cross-National Business Negotiation 5: Noiya Sumihara: Roles of Knowledge and "Cross-Knowledge" in Creating a Third Cutlure: An Example of Performance Appraisal in a Japanese Corporation in New York 6: Rochelle Kopp: The Rice-Paper Ceiling in Japanese Companies: Why It Exists and Persists Part III. Transplanting and Transforming Human Resource Management: Philosophies, Policies, and Practices at the Subsidiary Level 7: Sully Taylor: National Origin and the Development of Organizational Capabilities: The Case of International Human Resource Management in Two Japanese MNCs 8: Martin Kenney, Jairo Romero, Oscar Contreras, and Mauricio Bustos: Labor-Management Relations in the Japanese Consumer Electronics Maquiladoras 9: Vladimir Pucik: When Performance Does Not Matter: Human Resource Management in Japanese-Owned U.S. Affiliates Part IV. Organizational Learning and the Parent-Affiliate Connection 10: David T. Methé and Joan D. Penner-Hahn: Globalization of Pharmaceutical Research and Development in Japanese Companies: Organizational Learning and the Parent-Affiliate Relationship 11: John Kidd: Working Together, But How? The Need for Intercultural Awareness 12: Allan Bird, Sully Taylor, and Schon Beechler: Organizational Learning in Japanese Overseas Affiliates Index

Focuses on the learning that occurs when Japanese managers find a cultural conflict with local workers and have to overcome it Shows that parents learn from subsidiaries, just as subsidiaries learn from parents

Schon Beechler is Associate Professor in the Graduate School of Business at Columbia University and Director of the Columbia Senior Executive Program. Allan Bird is Professor of International Management and head of the Global Strategy & Law Area in the College of Business at California Polytechnic State University

Focuses on the learning that occurs when Japanese managers find a cultural conflict with local workers and have to overcome it Shows that parents learn from subsidiaries, just as subsidiaries learn from parents