Shaping Japanese Management Abroad: How and Why Japanese Companies are Embedded with Particular Practices in India

Mohan Maharjan () and Tomoki Sekiguchi
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Mohan Maharjan: Graduate School of Economics, Osaka University

No 15-02, Discussion Papers in Economics and Business from Osaka University, Graduate School of Economics

Abstract: This paper investigates the human resource (HR) practices of Japanese companies operating in India. We studied 10 Japanese companies based on 17 interviews. The paper elaborates five major HR practices and explains why Japanese companies have established a specific set of HR practices in India. It then provides the details on how these HR practices have been originated, adjusted and integrated. The findings suggest less-focused training and developmental programs, and identical performance appraisal systems across all companies. Similar socio-cultural characteristics such as seniority-concerned and teamwork-orientation have facilitated the adoption of Japanese way of management in India.

Keywords: Japanese subsidiaries; human resource management; India; transfer of management practices; local adaptation (search for similar items in EconPapers)
JEL-codes: M10 M12 M16 (search for similar items in EconPapers)
Pages: 34 pages
Date: 2015-03
New Economics Papers: this item is included in nep-bec, nep-knm and nep-mfd
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Persistent link: https://EconPapers.repec.org/RePEc:osk:wpaper:1502

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