Analyzing Japanese Business Etiquette Using GLOBE Models of Culture

This essay provides a comprehensive analysis of Japanese business etiquette, focusing on the application of the GLOBE model to understand cultural dimensions and leadership styles. The introduction highlights the importance of cross-cultural understanding for successful business ventures in Japan, contrasting it with Australian business practices. The essay delves into the GLOBE study, examining nine cultural dimensions like performance orientation, institutional collectivism, gender egalitarianism, and future orientation, comparing Japan's scores with global averages to provide insights into effective business communication strategies. Additionally, it explores six leadership dimensions, including charismatic, team-oriented, and humane-oriented styles, to offer a nuanced understanding of leadership in the Japanese context. The analysis underscores the significant differences between Australian and Japanese business cultures, emphasizing the need for adaptation and sensitivity. Recommendations include the importance of detailed business plans, risk mitigation, and an understanding of Japanese values, ultimately aiming to facilitate successful business partnerships. The essay concludes by reinforcing the significance of adhering to Japanese cultural parameters for establishing effective business relationships.

Japanese Business Etiquette using GLOBE Models of Culture
Essay
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Introduction
Japan is a sovereign island in East Asia that offers immense opportunities for business. In order
that business in Japan prospers and achieves success certain business cross cultural etiquettes
needs to be adhered to (House R. J., 2013). A business cultural etiquettes of Australia differs
highly from those of Japan. Japan is a conservative society that has its own ways and techniques
for conducting business. Communicating to a business partner in Japan hence needs appropriate
mannerism along with appropriate styles. GLOBE study, which is an acronym for Global
Leadership and Organisational Behavior Effectiveness was aimed at providing a bridge to cross-
cultural communications. The scope of this essay analyses pertinent cross-cultural styles that are
effective for Japanese business communication for a business partner from Australia according to
GLOBE study (Avolio, 2007).
Analysis
GLOBE study primarily focuses on analysis of 62 worldwide societal cultures that are
predominant in nature. GLOBE study is considered more applicable considered to Geert
Hofstede’s study on cross culture as it analyses cultures and not national identities. Japan along
with other Asian countries was grouped under Confucian Asia group (Naidoo, 2011). Each unit
of cultures were further divided and sub-divided into nine units or dimensions of cultures as
performance orientation, institutional collectivism, gender egalitarianism, uncertainty avoidance,
in-group collectivism, future orientation, humane orientation, assertiveness and power distance.
Along with such cultural identities GLOBE study asserted six different types of leadership
dimensions as Charismatic or value based, team oriented, humane oriented, participative, self-
protective and autonomous. Hence, these parameters once analyzed cross-cultural differences
with Japan can easily be diagnosed (Okoro, 2012).
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Figure 1: GLOBE Study
Source: (Tung, 2010)
Performance orientation reflects the extent to which a community has regards for innovation,
high standards in performances. As practiced across Japan is rated medium 4.22 in nature and is
very close to average GLOBE score. Hence, behavior in accordance to performance orientation
needs not be stressed upon or be aggressive in nature, while conducting business in Japan (Du-
Babcock, 2014). Institutional Collectivism is a parameter where a community shows respect for
collective distribution of its resources. Japanese culture has a high regard for collective behavior
and scores 5.19 against GLOBE average of 4.25. They are a closely knit society where decisions
of elders and seniors are regarded as against individual efforts. Hence, in order to conduct
business in Japan individual from Australia, which is a more individualistic society needs to have
regards for collectivism. Gender Egalitarianism is an aspect where a culture aims at reducing
gender inequality between males and females of the society (Egan, 2008). Japan is below
GLOBE score for this measure with an average of 3.19 against GLOBE score of 3.37. Men and
women conduct business with almost equal dignity but there are no especial endeavors meant for
women, though it is not purely a male dominating society. Uncertainty avoidance parameter
reflects social norms for avoiding unpredictable future events. Japan has a low score of 4.07 as
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against GLOBE score of 4.16 which depicts that they are less likely to indulge in situation that
have unfavorable outcomes or futures. Business etiquettes depicts more regards for planned
progress rather than unplanned nature. In-group collectivism reflects an individual’s regards for
loyalty to families and organisation. Japan has a lower score of 4.63 as against GLOBE average
of 5.13. This depicts that though they prefer to act in group but they are more concerned with
individual success and so on. Business conduct in Japan needs to be more focused on providing
benefits to the partner rather than benefitting the entire society. Future Orientation is Japan is
above the GLOBE score and it reflects the societies vision and planning towards its future. While
GLOBE average is at 3.89 for Japan it is 4.29, meaning that businesses expanding to Japan needs
to depict their plans for the future (Shi, 2011).
Figure 2: Cultural Values in Japan
Source: (globeproject.com, Retrieved on 13th August 2017)
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Humane Orientation is an aspects which reflects the degree to which an organisation encourages
for being fair, friendly, caring towards others. Japan ranks more in this respect 4.3 as against
GLOBE score 4.09. This reflects that they have high regards for individual who are friendly and
caring or has feelings for others. Assertiveness is an aspect where individuals assert their rights
and behaviors on the other, by depicting dominance or aggression. Individuals in Japan are less
assertive considered to those in Australia as they have a score of 3.59 against GLOBE score of
4.11 (Scagliotti, 2010). Power distance depicts the degree to which a society has regard for
power, position and authority. Japan has high regards for power, authority and position scoring
5.11 as against GLOBE score of 4.01. Thus, businesses in Japan needs have regards for leaders
and other people who are in power.
Figure 3: GLOBE Study Japan
Source: Author
Analysis of leadership style in Japan reflects six parameters, which analyzed can reflect true
nature of their leaders. Charismatic or value based leadership reflects a Japan’s leader being
visionary, inspirational, self-sacrificing, with high integrity, decisive, performance oriented
hence scores 5.94. GLOBE score on this parameter is only 5.63 hence individual conducting
business with these parameters are more likely to be appreciated in the country. Team oriented
reflects being collaborative, having team integration characteristics, diplomatic, malevolent and
having administrative capabilities. Japan scores 5.56 in this regards as against GLOE score of
5.61 (House R. J., 2010). Humane oriented reflects characteristics of modesty and being human
oriented. Japan scores below this parameter 4.68 as against GLOBE average of 5.04, which
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reflects Japanese high regards for achieving perfection as the country has contributed in
numerously towards quality measurement tools and techniques.
Figure 4: Leadership Values in Japan
Source: (globeproject.com, Retrieved on 13th August 2017)
Participative characteristics reflects being autocratic and participative in nature, where Japan
scores 5.07 which is higher compared to GLOBE score of 4.99. Leaders in Japan like to
contribute to business with their though processes and discusses various issues with their team
mates (Javidan, 2009). Self-protective nature reflects being self-centered, status conscious, face
saver or being procedural in nature. Japan has a low score of 3.60 in this respect as against
GLOBE average of 3.72, hence leaders have less of such attributes as present in Australia.
Autonomous reflects characteristics of individualism, independence, being autonomous and
unique in nature. In Japan the score is 3.67 as they enjoy relatively being low Autonomous as
compared to GLOBE average score of 3.72.
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Figure 5: Leadership Style Japan
Source: Author
There are large levels of discrepancy amongst business procedures in Australia and Japan, while
Australia is a Westernized society, Japan comprises of a closely knit society. Leadership styles
and ways of conducting businesses differs widely in Japan as those practiced in Australia. Japan
is not an individualistic society as compared to Australia, hence they have closely-knit
communities and society. They are hardworking individuals who strive to attain excellence in
every sphere of business they practice. They are more serious and extend conscious efforts for
establishing excellence. With constant hard-work and striving for quality they have achieved
success in various spheres, they demand respect for the same. Due to high disparities in cultures
there remains potential for cultural miscommunications occurring between the two country’s
individuals. As a country’s social cultural inheritance determines our aspects of communications
and conduct. An Australian business person is more likely to be more open and adopt free
communication styles, which might not be appreciated by Japanese businesses. With appropriate
practice such challenges can easily be overcome and attended to, for business success.
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Recommendation and Conclusion
From above analysis of cross-cultures it can easily be understood that Japan is a much more
conservative country as against Australia. Norms, regulations and methods of conducting
business in Japan are very different and unique to its culture. Thus, in order to conduct business
in Japan there needs to be more serious and conscious efforts developed targeted at achieving
success towards a planned future. As they are generally risk averse in nature, an appropriate
business plan with risk mitigation matrix will help achieve success. Australians conduct
businesses with more passion orientation, which cannot be easily understood in Japan, as they
are more practically oriented. Thus, a blue-print for the business will help establish a successful
partnership. Cross-cultural communication gaps and other techniques for managing business
needs to be appropriately diagnosed such that adequate strategies can be developed and applied.
They do not allow free mixing and take their businesses very seriously. Their high level of
dependence on quality reflects their levels of seriousness with which they do business. Hence,
adopting to such business etiquettes and mannerism will help conduct business in Japan easily. A
business person planning to expand to Japan needs to abide by these cultural parameters as
people of Japan has high regards for them.
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Reference Lists
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