DSpace Repository

Show simple item record Brunet-Thornton, Richard Koža, Michal Bureš, Vladimír
dc.contributor.other Ekonomická fakulta cs 2022-07-29T07:54:24Z 2022-07-29T07:54:24Z
dc.identifier.issn 12123609
dc.description.abstract This text focuses on the cultural relationships between Czech nationals employed at Japanese subsidiaries located in the Czech Republic. The paper analyses the possibilities of implementation of Toyota Production System within Japanese subsidiaries in Czech Republic. Moreover, it explores both the fi t between the cultural values of Czech and Japanese management and the values incorporated in the Toyota Production System, and the various relationships of employees of both cultures at a managerial and operational level. In order to conduct the study, 79 companies were contacted, and survey responses from a total of 108 Czech and Japanese employees were collected. Using a self-administered questionnaire created in Czech, English and Japanese language, the fi ndings of both common and divergent culturally-induced perspectives are analysed. Due to consistency with other cross-cultural studies Hofstede’s cultural dimensions are used as foundation. The discussion correlates the results to the extent that they are deemed appropriate. Hall’s low and high context models supplement the discussion, where applicable, to further explain issues relative to perception and communication. The dialogue is rich in the knowledge of Japanese methodologies of quality and overall management practice known in this case as the Toyota Production System. Data from the survey show that both Czech and Japanese employees have similar values related to work and neither job satisfaction nor number of confl icts is connected with TPS training. The manuscript concludes with both the list of existing research limitations that can be overcome in next studies, and an analysis of the need for further research within other crosscultural frameworks. en
dc.format text
dc.format.extent 15 stran cs
dc.language.iso en
dc.publisher Technická Univerzita v Liberci cs
dc.publisher Technical university of Liberec, Czech Republic en
dc.relation.ispartof Ekonomie a Management cs
dc.relation.ispartof Economics and Management en
dc.relation.isbasedon "Adler, P.S., Goldoftas, B., & Levine, D.I. (1999). Flexibility versus effi ciency? A case study of model changeovers in the Toyota production system. Organisation Science, 10(1), 43-68. doi:10.1287/orsc.10.1.43.
dc.relation.isbasedon Ayoko, O., Härtel, C., & Callan, V. (2002). Resolving the puzzle of productive and destructive confl ict in culturally heterogeneous workgroups: A communication accommodation theory approach. International Journal of Confl ict Management, 13(2), 165-195. doi:10.1108/eb022873.
dc.relation.isbasedon Bergiel, E., Bergiel, B., & Upson, J. (2012). Revisiting Hofstede’s Dimensions: Examining the Cultural Convergence of the United States and Japan. American Journal of Management, 12(1), 69-79.
dc.relation.isbasedon Brunet-Thornton, R., & Bureš, V. (2012). Cross-cultural Management: Establishing a Czech Benchmark. E&M Ekonomie a Management, 15(3), 46-62.
dc.relation.isbasedon Cardon, P.W., & Marshall, B.A. (2008). National culture and technology acceptance: The impact of uncertainty avoidance. Issues in Information Systems, 9(2), 103-110.
dc.relation.isbasedon Clark, T., & Pugh, D.S. (2001). Foreign country priorities in the internationalization process: a measure and an exploratory test on British fi rms. International Business Review, 10(3), 285-303. doi:10.1016/S0969- 5931(01)00017-8.
dc.relation.isbasedon Delios, A, & Bjorkman, I. (2000). Expatriate staffi ng in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States. The International Journal of Human Resource Management, 11(2), 278-293. doi:10.1080/095851900339873.
dc.relation.isbasedon Friborg, O., Martinussen, M., & Rosenvinge, J. (2006). Likert-based vs. semantic differentialbased scorings of positive psychological constructs: A psychometric comparison of two versions of a scale measuring resilience. Personality and Individual Differences, 40(5), 873-884. doi:10.1016/j.paid.2005.08.015.
dc.relation.isbasedon Fujimoto, T. (1999). The evolution of a manufacturing system at Toyota. New York: Oxford University Press.
dc.relation.isbasedon Fukuda, J. (2012). The Effects of Working Hours Schemes on Overtime Working Hours in Japan. Evolutionary and Institutional Economic Review, 9(1), 169-181. doi:10.14441/eier.A2012007.
dc.relation.isbasedon Gerschewski, S. (2013). Improving on the Kogut and Singh metric of psychic distance. Multinational Business Review, 21(3), 257-268. doi:10.1108/MBR-04-2013-0019.
dc.relation.isbasedon Gómez-Mejia, L., & Palich, L. (1997). Cultural Diversity and the Performance of Multinational Firms. Journal of International Business Studies, 28(2), 309-335.
dc.relation.isbasedon Hall, E. (1959). The silent language. Garden City, NY: Doubleday.
dc.relation.isbasedon Hampden-Turner, C., & Trompennars, F. (1998). Riding The Waves of Culture: Understanding Diversity in Global Business. New York: McGraw-Hill.
dc.relation.isbasedon Harzing, A. (1999). Managing the multinationals. Cheltenham, UK: E. Elgar.
dc.relation.isbasedon Harzing, A. (2014). Resources in International & Cross-cultural Management, Research Quality and Impact. Retrieved December 15, 2015, from
dc.relation.isbasedon Harzing, A.W., & Pudelko, M. (2013). Language competencies, policies and practices in multinational corporations: A comprehensive review and comparison of Anglophone, Asian, Continental European and Nordic MNCs. Journal of World Business, 48(1), 87-97. doi:10.1016/j.jwb.2012.06.011.
dc.relation.isbasedon Hofstede, G. (1983). The Cultural Relativity of Organisational Practices and Theories. Journal of International Business Studies, 14(2), 75-89.
dc.relation.isbasedon Hofstede, G. (2002). Dimensions Do Not Exist: A Reply to Brendan McSweeney. Human Relations, 55(11), 1355-1361. doi:10.1177/00187267025511004.
dc.relation.isbasedon Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). doi:10.9707/2307-0919.1014.
dc.relation.isbasedon Holtbrügge, D., & Berg, N. (2004). Knowledge transfer in multinational corpora tions: evidence from German fi rms. Management International Review, 44(3), 129-146. doi:10.1007/978-3-322-91001-1_7.
dc.relation.isbasedon Jayamaha, N., Wagner, J., Grigg, N., Campbell-Allen, N., & Harvie, W. (2014). Testing a theoretical model underlying the ‘Toyota Way’- An empirical study involving a large global sample of Toyota facilities. International Journal of Production Research, 52(14), 4332-4350. doi:10.1080/00207543.2014.883467.
dc.relation.isbasedon Kageyama, Y. (2010, February 25). The quiet leader: Japanese culture creates a different kind of leader. Daily Herald.
dc.relation.isbasedon Kohun, F., Burčik, V., & Skovira, R.J. (2012). Research into Hofstede’s Thesis. In Knowledge and Learning: Global Empowerment. Proceedings of the Management, Knowledge and Learning International Conference (pp. 989-997). Celje, Slovenia.
dc.relation.isbasedon Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411-432.
dc.relation.isbasedon Li, X., Roberts, J., Yan, Y., & Tan, H. (2016). Management of cultural differences under various forms of China-UK higher education strategic alliances. Studies in Higher Education, 41(4), 774-798. doi:10.1080/03075079.2014.966664.
dc.relation.isbasedon Liker, J., Fruin, W., & Adler, P. (1999). Remade in America. New York: Oxford University Press.
dc.relation.isbasedon Liker, J. (2004). The Toyota way. New York: McGraw-Hill.
dc.relation.isbasedon Lincoln, J., Kerbo, H., & Wittenhagen, E. (1995). Japanese Companies in Germany: A Case Study in Cross-Cultural Management. Industrial Relations, 34(3), 417-440.
dc.relation.isbasedon Linder, C. (2015). Expatriates’ willingness to adjust their symbolic leadership abroad: An analysis of how culture affects expatriates’ use of symbolic interaction. Journal of Global Mobility, 3(3), 244-272. doi:10.1108/JGM-05- 2014-0013.
dc.relation.isbasedon Manev, I., & Stevenson, W. (2001). Nationality, Cultural Distance, and Expatriate Status: Effects on the Managerial Network in a Multinational Enterprise. Journal of International Business Studies, 32(2), 285-303. doi:10.1057/palgrave.jibs.8490953.
dc.relation.isbasedon Marsden, D. (1999). A theory of employment systems. Oxford: Oxford University Press.
dc.relation.isbasedon McSweeney, B. (2002). Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith - a Failure of Analysis. Human Relations, 55(1), 89-118. doi:10.1177/0018726702551004.
dc.relation.isbasedon Monden, Y. (2013). Management of service businesses in Japan. Singapore: World Scientifi c.
dc.relation.isbasedon Nasif, E.G., Al-Daeaj, H., Ebrahimi, B., & Thibodeaux, M.S. (1991). Methodological problems in cross-cultural research: an updated review. MIR: Management International Review, 31(1), 79-91.
dc.relation.isbasedon OECD (2014). Hours worked (indicator). OECDiLibrary. Retrieved November 27, 2015, from hours-worked/indicator/english_47be1c78-en. doi:10.1787/47be1c78-en.
dc.relation.isbasedon Olcott, G. (2009). Confl ict and change. Cambridge, UK: Cambridge University Press.
dc.relation.isbasedon Pudelko, M. (2000). Das Personal ma nagement in Deutschland, den USA und Japan. Volumes 1-3. Cologne: Saborowski.
dc.relation.isbasedon Pudelko, M., & Tenzer, H. (2011). Confl ict in foreign subsidiaries of Japanese and western multinational corporations: The impact of cultural distance and differences in homehost country combinations. Zeitschrift Fur Betriebswirtschaft, 81(3), 49-71. doi:10.1007/ s11573-011-0456-9.
dc.relation.isbasedon Roberts, K.H., & Boyacigiller, N.A. (1984). Cross-national organisational research: The grasp of the blind men. In B.L. Staw, & L.L. Cummings (Eds.), Research on organisational behaviour (pp. 423-475). Greenwich, CT: JAI Press.
dc.relation.isbasedon Rozkwitalska, M. (2010). Barriers of Crosscultural Interactions According to the Research Findings. Journal of Intercultural Management, 2(2), 37-52.
dc.relation.isbasedon Schein, E.H. (1985). Organisational Culture and Leadership. San Francisco: Jossey-Bass.
dc.relation.isbasedon Shenkar, O. (2012). Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 43(1), 1-11. doi:10.1057/jibs.2011.40.
dc.relation.isbasedon Spear, S., & Bowen, H. (1999). Decoding the DNA of the Toyota production system. Harvard Business Review, 77(September- October), 96-108.
dc.relation.isbasedon Toyota. (2003). The Environmental and Social Report 2003. Retrieved December 9, 2015, from kankyouohoukoku2003.pdf.
dc.relation.isbasedon Vaara, E. (2003). Post-acquisition Integration as Sensemaking: Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization. Journal of Management Studies, 40(4), 859-894. doi:10.1111/1467-6486.00363.
dc.relation.isbasedon Wong, M., & Hendry, C. (1999). Employment strategy: Comparing Japanese and British retail companies in Hong Kong. Personnel Review, 28(5/6), 474-490. doi:10.1108/00483489910286783.
dc.relation.isbasedon Yeganeh, H. (2011). A generic conceptualization of the cultural distance index: Application to Schwartz’s and Hofstede’s frameworks. Journal of Strategy and Management, 4(4), 325-346. doi:10.1108/17554251111180990."
dc.rights CC BY-NC
dc.subject Cross-Cultural Management en
dc.subject Toyota Production System en
dc.subject Czech Republic en
dc.subject.classification M14
dc.subject.classification M16
dc.subject.classification F23
dc.subject.classification O15
dc.type Article en
dc.publisher.abbreviation TUL
dc.relation.isrefereed true
dc.identifier.doi 10.15240/tul/001/2016-2-010
dc.identifier.eissn 2336-5604
local.relation.volume 19
local.relation.issue 2
local.relation.abbreviation E+M cs
local.relation.abbreviation E&M en
local.faculty Faculty of Economics
local.citation.spage 142
local.citation.epage 156
local.access open
local.fulltext yes

Files in this item

This item appears in the following Collection(s)

Show simple item record

Search DSpace

Advanced Search


My Account