Title

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

Document Type

Journal article

Source Publication

Journal of International Management

Publication Date

12-1-2006

Volume

12

Issue

4

First Page

408

Last Page

429

Keywords

Cross-cultural influence, Organizational learning, Social construction

Abstract

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.

DOI

10.1016/j.intman.2006.09.005

Print ISSN

10754253

E-ISSN

18730620

Publisher Statement

Copyright © 2006 Elsevier Inc

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Hung, J. F. L., Snell, R. S., & Easterby-Smith, M. (2006). Cross-cultural influences on organizational learning in MNCS: The case of Japanese companies in China. Journal of International Management, 12(4), 408-429. doi: 10.1016/j.intman.2006.09.005