Culture and business performance

Culture and business performance

What were the triggers of cultural change in Japan during the 1990s?
How is cultural change starting to affect traditional values in Japan?

The triggers of cultural change in Japan during 1990s were by the generation born after 1964 who lacked the same commitment to traditional values as their parents. They did not want to be tied in a company for life as a “salaryman” which seemed to be boring and not challenging enough. They grew up in the environment better and richer than their parents had in the past. With the influence of western ideas, people become more individualistic throwing out the idea of reciprocal on royalty. The younger generation value higher pay and better job rather than job security and stability.

How might Japan’s changing culture influence the way Japanese businesses operatein the future? What are the potential implications of such changes for the Japanese economy?

Performance based organizational and culture changes influences Japanese businesses to focus on democratization of employees, individuality, taking initiative and risk seeking approach. While the younger generation do not want to give up partial or all of the “ blessed “benefits their parents had, they might not be ready to accept the reality and take on the challenge under the performance focus culture.

How did traditional Japanese culture benefit Matsushita during the period from the 1950s to the 1980s? Did traditional values become more of a liability during the 990s and early 2000s? How so?

Traditional Japanese values are based on strong group identification, reciprocal obligations, and loyalty to the company. Matsushita’s success, and that of the Japanese economy in 1950 to the 1980s, is hugely attributed by the existence of Confucian values in the workplace. Matsushita provided employees with a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority-based pay systems, and generous retirement bonuses. In...

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