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Japanese Prefer to Have Face-to-Face Communication in the Workplace Even During the Pandemic

Motoki Watabe (), Tomoya Murakami () and Minoru Nagata ()
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Motoki Watabe: Monash University Malaysia
Tomoya Murakami: Hitolab.JP Inc.
Minoru Nagata: Ritsumeikan University

A chapter in COVID-19 and the Evolving Business Environment in Asia, 2022, pp 15-25 from Springer

Abstract: Abstract Even under the Covid-19 pandemic, Japanese workers prefer to go to their workplaces physically, engaging in face-to-face communication rather than online. We provide a hypothetical explanation for this “irrational appearing” phenomenon from two theoretical perspectives. From the view of cultural leader decision making, we argue that Japanese leaders’ decision-making style would require more face-to-face rather than online communication for efficient business practices. Form the view of Maslow’s hierarchy of needs, we show that Japanese workers also have internal motivation to have face-to-face communication for fulfilling their lower levels of needs. Finally, we discuss that these two explanations are complimentary and mutual reinforcing through the lens of cultural psychology theory.

Keywords: Culture; Leadership Decision Making; Japanese organization; Cultural Self; Maslow’s hierarchy of needs (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-19-2749-2_2

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DOI: 10.1007/978-981-19-2749-2_2

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