Analyzing Prosoft and Osaka Japan Motors: A Cross-Cultural Case Study

This case study examines the challenges faced by Prosoft, a US-based microchip manufacturer, after its acquisition by Osaka Japan Motors. The analysis focuses on cultural differences, specifically using Hofstede's dimensions and Trompenaars' model. Key issues include differing management styles, such as the emotional approach of the US CEO versus the Japanese management's practices, and contrasting views on power distance. The study highlights the impact of these cultural clashes on the company's operations and the CEO's decision to resign. It explores how the Japanese management's hierarchical structure and decision-making processes, which differ significantly from the US company's approach, create conflict and operational difficulties. The case emphasizes the importance of understanding and adapting to cultural differences in international business transactions. The study provides insights into the difficulties of integrating different business cultures and managing cross-cultural teams. The case study also explores how power dynamics influence the decision making process and the challenges faced by managers when dealing with different cultural norms.

Case study

Table of Contents
Main Body.......................................................................................................................................3
Neutral vs. Emotional: ...............................................................................................................3
Power distance index: ................................................................................................................3
REFERENCES................................................................................................................................4
Books & Journals........................................................................................................................4

Main Body
According to the given case study it is said that Prosoft and Osaka Japan Motors some of
the cultural dimensions are very essential. For this, Hofstede's dimensions of culture as well as
Trompenaars model of national culture are used which includes different types of dimensions but
only some of the elements get linked with the given case scenario.
Neutral vs. Emotional:
According to this, it has been said that as per the given case study, Jones is an emotional
manager as he is concerned about their staff members and colleagues (Khlif, 2016). He asked the
manager who was appointed in the head office to take parental leave as her wife is about to
deliver a baby but on the other hand, Japanese manager refused to take leave and wants to
decides to go 1-2 day before due date.
Power distance index:
It is the another essential dimension where pre meetings are conducted by the senior
executives in which all the senior management authorities fall asleep and all the decisions are
actually taken by the managers. Therefore, all the higher authorities take advantages of these
power. This is the dimension which is generally adopted by Japanese manager and Jones is
completely against of such activities (Harrell, 2016).

REFERENCES
Books & Journals
Khlif, H., 2016. Hofstede’s cultural dimensions in accounting research: a review. Meditari
Accountancy Research.
Harrell, L., 2016. A critical review on the different perspectives of cross-cultural
management. Splint International Journal of Professionals, 3(4), p.39.

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