Intercultural Management: What advantages can Jtekt Torsen in Belgium get from the Japanese culture of Jtekt Corporation?

Details

Supervisors

Chevalier, Philippe

Faculty

Louvain School of Management

Degree label

Master [120] en Ingénieur de gestion

Abstract

Culture is a complex term to broach and to define. This present work tries to give the best interpretation of cuture based on Geert Hofstede’s work. He, himself, took inspiration from the work of Clyde Kluckhohn. Moreover, he realized a huge research in order to define the criteria’s upon which we can base a categorization of countries compared to the criteria. Indeed he developed a 4 dimensions model: power distance, uncertainty avoidance, individualism and masculinity. In the wake of this model, F. Trompenaars and C. Hampden Turner created another model with 7 dimensions: universalism vs particularism, individualism vs collectivism, specific vs diffuse, neutral vs emotional, achievement vs ascription, and sequential time vs outer direction. Based on the most critical criteria of these models, we were able to categorize the Japanese culture. We added 2 aspects that were not taken into consideration: production type and communication. The second part of this work was the practical case where the company Jtekt was involved. The idea was to determine to what extent Jtekt sticks to the Japanese culture. We can do that thanks to the criteria chosen and the interviews realized. Then, we could note what criteria was not in the line of the Japanese culture and give some recommendations from a management methods point of view. It resulted that the Japanese culture has a lot to offer to Jtekt and its management methods. Indeed, the facilitation of the communication or the rigor and strictness with which Japanese people work, or yet the production method. It all comes into a very different culture that is the Belgian one, but we noticed, and argued, that Jtekt demonstrates adaptation to the new inculcated culture. One person that we interviewed said that they have a certain liberty to structure their activity the way they want, but yet it remains structured. They think that Jtekt is more efficient that way, by letting some autonomy to workers. We do agree with that, but we would summarize with the following sentence: “Japanese methods have much to teach, but Jtekt had the cleverness to adopt some rigid, strict methods with a touch of liberty”. It perfectly recaps the thoughts we have on the Japanese means. In our point of view, the Japanese culture has been partially integrated. Partially, but when it is, then is well inculcated. We think of the relationship between bosses and subordinates or the collectivism that reign in the company. However, we can clearly affirm that the Belgian filial does not have any interest to take the ascription aspect of Japanese culture on. Indeed, it would result in respecting the boss only because he is at this post. Currently, employees see their boss by the good job they make. We think that it is more convenient with Belgian workers. It appeared in the interviews that they require more liberty and autonomy than Japanese workers. Thus it is to the advantage of Jtekt to keep it that way. As for the communication, we also affirm that Jtekt would really benefit of the Japanese system. Finally, we will conclude that in terms of rules and procedures, Jtekt Corporation is probably too much regulated for a Belgian company. In light of all these affirmations, we can understand that Jtekt is doing well and that it is evolving towards the concept of a Japanese company by integrating their methods. However, the remaining challenge is huge, and the question is to know if Jtekt will be able to adapt their firm to Japanese methods and find the good equilibrium between these and the “JTRE ways”?