Basic guideline for a German company to do business with Japanese companies: On the background of possible future joint ventures

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GRIN Verlag, Nov 8, 2010 - Business & Economics - 22 pages
Seminar paper from the year 2009 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1 (A), University of Bedfordshire, language: English, abstract: Even though Japan is mostly westernized it remains being traditional Japanese. It has a hierarchically structured culture and society and contains complex rules for interpersonal situations and relationships (Kazuo Nishiyama, 2000, p. 1-9). The Japan culture and society varies from the German. Those differences in cross- boarder alliances are sources of potential conflicts and misunderstandings in business relationships (Susan C. Schneider and Jean-Lois Barsoux, 2003, p. 9). Especially the way of verbal and non-verbal communication: Japan is a high context culture. Many information lay “between” the lines (in the context). Germany in contrast to that is a low context culture. They give precise information in a direct way. Japanese are more introverted and restrained than the Germans. The importance of face keeping (for e.g. not showing emotions public) is another main difference. In Japan the status of a person (often linked to its age and experience) is important (Edward T. Hall and Mildred Reed Hall, 1987, xvi). But also some little specific differences can cause huge problems. For example the differing attitude towards bribe and gifts can cause difficult misapprehensions. This summary of some of the main differences shows that there are many varieties that can cause problems in business. This gap between the German and the Japanese culture is unconditionally to considers, important to know in detail and very helpful to internalize in doing business with Japan as a German company.
 

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Albert Koopmann Berry editors briefing paper Buddhism Business Cards business issues business relationships business with Japanese Cards and Introduction Central Intelligence Agency comparison between Germany Confucian countries cultural comparison Cultures´s Consequences decision economic Edward Hall example Japanese expect factbook/geos/ja.html#Econ factbook/rankorder/2085rank.html?countryName=Japan&countryCode=ja& regionCode=eas&rank=5#ja Ferraro Forecasts/Outcomes Further worth knowing Furthermore future joint ventures Geert Hofstede German and Japanese German businessmen German company German language Germany on position global hierarchic high context culture Hofsteedes cultural dimensions http://breo.beds.ac.uk/webapps/portal/frameset.jsp?tab_id=_2_1&url=%2fwebap ps%2fblackboard%2fexecute%2flauncher%3ftype%3dCourse%26id%3d_105291 _1%26url%3d https://www.cia.gov/library/publications/the-world impact on business important to know individualism interpersonal interpersonal relationship itim international Japanese companies Japanese culture Japanese want Jean-Lois Barsoux Kenneth Olenik Lonner and John low-context cultures Negotiating non-verbal communication nonverbal Organizational Culture party Pearson Education PEST/PESTEL political system possible future joint powerful technological economy relationship Kazuo Nishiyama Sarah Nagel Schneider and Jean-Lois showing emotions public social credit Sociological Factors status things making business Uncertainty Avoidance Index University of Bedfordshire worth knowing things

About the author (2010)

Nach der Arbeit bei Theater und Radio, absolvierte ich eine Ausbildung zur Veranstaltungskauffrau und war dabei (später Abteilungsverantwortlich) im Bereich Kommunikation und PR tätig. Im Anschluss studiert ich in Dortmund zunächst Marketing und Kommunikation und dann Marketing und Business Management in London/UK. Seither bin ich als Unternehmensberaterin für Finanzunternehmen tätig. Thema und Fokus meiner Arbeit und Interessen sind weiterhin Entwicklungen und Fragestellungen in der Unternehmensführung, im strategische Marketing und die Anwendung und Wirkung von Kommunikation. Dies sowohl markt- als auch mitarbeitergerichtet - denn nur ganzheitliche und konsequente Denkweisen führen zu umfassenden Konsequenzen. So auch Anspruch meiner Veröffentlichungen...

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