Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China

This paper draws on the social construction perspective and on social learning theory to examine the cross-cultural influences on organizational learning in MNCs. Social learning theory suggests that constructive engagement and member solidarity are key constituents of organization-based collective...

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Bibliographic Details
Published in:Journal of international management 2006-12, Vol.12 (4), p.408-429
Main Authors: Hong, Jacky F.L., Snell, Robin Stanley, Easterby-Smith, Mark
Format: Article
Language:English
Subjects:
China
Cross-cultural analysis
Cross-cultural influence
Cultural influence
Cultural values
Japan
Learning
Manufacturing
Multinational enterprises
Organizational learning
Organizational learning Cross-cultural influence Social construction
Organizations
Qualitative analysis
Social construction
Workers' participation
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Summary:This paper draws on the social construction perspective and on social learning theory to examine the cross-cultural influences on organizational learning in MNCs. Social learning theory suggests that constructive engagement and member solidarity are key constituents of organization-based collective learning. Literature suggests, however, that cross-cultural differences in assumptions about social participation by organization members may impair organizational learning. The paper also reports a qualitative study, conducted at five Japanese-invested manufacturing companies in the Pearl River Delta, China. The research found that managers perceived Chinese frontline workers as lacking constructive engagement and member solidarity as compared with their Japanese counterparts, thus limiting organizational learning, and attributed these perceived differences to deep-seated cultural values. Attempts in two of the companies to ‘Japanize’ the workforces were reported to have had some impact, but appeared not to have substantially changed this picture. Urging caution regarding cross-cultural stereotyping and home country bias, we consider the implications for organizations with international manufacturing operations.
ISSN:1075-4253
1873-0620
DOI:10.1016/j.intman.2006.09.005