Perceptions of Japanese organizational culture‐Employees in non‐unionized Japanese‐owned and unionized US‐owned automobile plants

Abstract

Examines the Japanese management philosophy in organizations, and develops a 15‐item, four‐factor (family orientation and loyalty, open communication, team approach, and manager knowledge) Japanese organizational culture scale (JOCS). Investigates the differences in JOCS and other work‐related variables between 156 non‐unionized employees of one Japanese‐owned automobile plant and 144 unionized employees of one US‐owned automobile plant in the USA. There were no differences in income and education. Employees in the Japanese‐owned plant had higher scores for family orientation and loyalty, open communication, team approach, manager knowledge, organizational commitment, organization‐based self‐esteem, organizational instrumentality, intrinsic satisfaction, and extrinsic satisfaction than those in the US‐owned plant. Results are discussed in light of organizational culture and enhancing quality and productivity in the global competitive market.

Citation

Li‐Ping Tang, T., Kim, J.K. and O’Donald, D.A. (2000), "Perceptions of Japanese organizational culture‐Employees in non‐unionized Japanese‐owned and unionized US‐owned automobile plants", Journal of Managerial Psychology, Vol. 15 No. 6, pp. 535-559. https://doi.org/10.1108/02683940010373383