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Trust Formation Between Aisa and Japan

亚洲与日本之间建立信任

基本信息

批准号：
10610188
负责人：
SONODA Shigeto
金额：
$ 1.73万
依托单位：
Chuo University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
1998
资助国家：
日本
起止时间：
1998 至 1999
项目状态：
已结题

项目摘要

In this project, we could meet as many as 55 Japanese expatriates who have a variety of experience in staying in Asian countries. Interestingly, even those who were in the same subsidiary during the same time may have different experience and different types of trust formation with the local employees because of their different role in the subsidiary and their personality. But in spite of such variety, we could witness the following three stages of development of local subsidiaries in Asian countries if we trace their history.The first stage is the one in which institutionalization of the company has just started. At this stage, Japanese expatriates devote their energy in establishing subsidiaries and their relationship with local employees are apt to be vertical rather than horizontal. Local employees, on the other hand, are too busy adjusting themselves to new conditions to reconsider their relationship with the Japanese. Japanese expatriates tend to rely on local business partner be … More cause of their lack of knowledge of local conditions, which stabilizes their partnership.The second stage is the one in which institutionalization of the company has been completed after the institutionalization, Japanese expatriates are sent from Japan on routine basis, and they sometimes make conflicts with local employees who learned how to cope with Japanese way of management. A lot of requests for local business partner will come out, and many problems will be perceived in spite of superficial institutionalization of the subsidiaries.At the third stage, when subsidiaries will face new challenge to be highly developed, the relationship between Japanese expatriates and local employees will become closer to the one at the first stage. But their relationship is not stable as in the case in which Japanese expatriates put an emphasis on "achievement-oriented" promotion. Relationship with the local business partner is most unstable and in some cases new relationship is sought for.These three stages, in reality, are mixed in one expatriate's experience. Minute analysis of Japanese expatriates' life history d be tried after a while. Less

在这个项目中，我们可以遇到多达55名日本侨民，他们在亚洲国家有各种各样的生活经验。有趣的是，即使是那些在同一时间在同一子公司的人，也可能有不同的经验，并与当地员工形成不同类型的信任，因为他们在子公司中的角色和个性不同。但是，尽管如此，如果我们追溯亚洲各国的历史，我们可以看到当地子公司的发展经历了以下三个阶段：第一个阶段是公司制度化刚刚开始的阶段。在这一阶段，日本外派人员将精力投入到建立子公司上，他们与当地员工的关系倾向于垂直而不是水平。另一方面，当地雇员忙碌调整自己以适应新的环境，而没有时间重新考虑与日本人的关系。日本侨民倾向于依赖当地的商业伙伴， ...更多信息第二个阶段是企业制度化完成后，日本人从日本派遣到海外，进行日常工作，有时会与学习了日本经营方式的当地员工发生冲突。第二个阶段是企业制度化完成后，日本人从日本派遣到海外，与当地员工发生冲突。在第三阶段，虽然子公司的制度化程度很低，但也会出现很多问题。在第三阶段，子公司面临着新的挑战，需要高度发展，在日本的外国人和当地员工的关系将与第一阶段的关系更加密切。但是，他们之间的关系并不稳定，就像在日本的外籍人士强调“以业绩为导向”的晋升一样。与当地商业伙伴的关系是最不稳定的，在某些情况下，寻求新的关系。这三个阶段，在现实中，在一个外派人员的经验是混合的。对日本侨民生活史的详细分析将在一段时间后尝试。少