Employment and wage practices of Japanese firms in the Philippines: convergence with Filipino-Chinese and Western-owned firms

Article Abstract:

Foreign companies operating in the Philippines use a number of different styles. Japanese companies tend to follow local standards, while western companies tend to use a Japanese management style. Chinese-owned companies in the Philippines emphasise hierarchy and loyalty. Younger managers may be used in family firms and they may both feel loyalty to traditional methods and see a need to adapt to changing demands of the economy. The diversity found in the Philippines means that simple labels such as Japanese are inadequate.

Economic aspects, Philippines

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Building integrated workforces across national borders: the case of British and Japanese engineers

Article Abstract:

Cross-border partnerships have become increasingly common but can be hampered by ethnic diversity in management systems and practices at work. This can be illustrated through a comparison of UK and Japanese engineers. Diversity is linked to differences between societies and cannot be tackled simply through acculturation and integration programs. Diversity can be a source of conflict but is also a source of strength. Companies face pressure in terms of global adaptation but should also seek to maintain core strengths.

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Employee intercultural effectiveness in a multicultural workplace: theoretical propositions, strategies and direction for future research

Article Abstract:

A number of factors have been cited as contributing to intercultural effectiveness among employees. These include behavior and attitudes in addition to age, eduational attainment and ethnic background. The organizational background and experience of the employee are also important. Combinations of factors are important such as ethnicity and gender. A proactive strategy is seen as effective in reducing levels of anxiety.

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