The nature of management in multinational corporations is such that most of the management skills are culturally specific. For instance, management philosophy or technique that is practical and appropriate in one culture is not applicable in another culture. Such occurrences deliver along the need for cultural dimensions in management. According to Geert Hofstede's cultural dimensions theory, there are various effects of society's culture about the value of the involved individuals and how the values could relate to their behaviors (Hofstede & Minkov, 2005). In the model, Hofstede (2016) delivers six dimensions in an attempt to describe the cultural aspects in culture; power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, long-term versus short-term orientation, indulgence versus restraint. In this case concerning Yogo Game, Inc., there is various management cultural difference, particularly between Japan and the United States. American Yogo Game is at crossroads about the decision about how to proceed forward with the corporate culture, organization structure, and the overall of the corporation since the choice is fundamental.
In comparison of Hofstede's cultural dimensions as they involve Yogo Game, there is a trade-off between Japanese and American management styles (Hofstede, 2016). Yogo Game America cannot ignore the culture of Japanese management since a significant sector of the dimensions assist in realizing the organization goal. According to the power distance dimension, as delivered by Hofstede's cultural dimensions, it is only right if the less powerful party accepts and expects the distribution of power to occur unequally. Moreover, in contract within the occurrence, Japanese management and United States management cultures are different mainly in terms of employment as in the case of Yogo Gama. It is critical to consider the Japanese Culture and American Culture for instance with the details of the Hofstede's uncertainty avoidance dimension. In other occurrences, it is imperative for Yogo Game to consider and apply Hofstede's cultural dimensions (Kim, 2017).
Cultural Differences Among Japan and the United States
According to Binder (2016), in the involvement of various management cultural practices, there is a significant difference in terms of cultural traditions and values between the United States and Japan that could deliver misunderstanding within Yogo Game. For instance, in the American culture, relationships and status are not essential since status is based on individual abilities and not who they are. On the other hand, in the Japanese culture relationships and status are critical since older prestigious businesses are considered authoritative. Thus, according to Vasile and Nicolescu (2016), this would deliver a difference in the management of cultural values meaning the likelihood of misunderstandings within the corporation. Additionally, the American culture provides a focus on the short term and the business contract and not the relationship. Comparatively, Japanese culture derives a focus on the long-term and the relationship of the agreement.
Similarly, American culture advocates that business deals are more significant than maintaining harmony. As per the Japanese culture, keeping the peace is more fundamental than getting contracts done. Another different between Japan and the United States entails the decision-making process. Within the American culture, decision making is individualistic. On the other hand, as per the Japanese culture, decision making is by consensus. Therefore, such differences in cultural values between the US and Japan that could derive a conflict delivered (Gordon, 2018).
Resolving Cultural Differences Using Hofstede's Theories
Yogo Game Inc. would best find a suitable compromise that brings out the advantaged of both will eliminating the detriments. Familiar and cohesive organizational structures are critical to employee productivity and satisfaction since they drive a company's success and goals. First, Yogo Games ought to find an integrative policy that will promote both the collective group efficiency that is a symbol of Japanese culture as well as individualizing in initiatives of the American business. Moreover, this resolution links to Hofstede's individualism versus collectivism dimensions since it provides that the individual can observe him or her self as an individuals or chooses to remain locked away (LeFebvre & Franke, 2013).
Second, Yogo Game needs to consider the long-term versus short-term orientation which describes the inclination of society regarding a given virtue as long-term orientation while short-term direction included the society inclination towards the establishment of truth. Through this dimension, it ensures that both Japan and the United States can derive an amicable solution by considering all the aspects of the events (Block & Walter, 2017). Furthermore, Hofstede's cultural dimension concerning indulgence versus restraint is a theory that could deliver a significant push in resolving the cultural difference between the US and Japanese employee as they succeed in the gaming industry.
Majorly, indulgence versus restraining revolves around the degree to which the societies can exercise control over their desires and impulses (Soares, Farhangmehr, & Shoham, 2007). Therefore, in this case, Yogo Game Inc. is responsible for ensuring that both Japanese management and the United States management can control their desires and ambitions by aiming at the bigger picture. With this, it ensures the reduction of the various cultural differences. After the initial entry into the market, Yogo Game should aggressively expand their talents and human resource to provide a significant market share thus making it easier to associate with other companies in both Japan and United States (Deresky, 2017). Hence, a reduction in the likelihood of conflict since Yogo Game America owns a high growth and dominance potential.
Binder, J. (2016). Global project management: communication, collaboration, and management across borders. Routledge.
Block, J. H., & Walter, S. G. (2017). Hofstede's cultural dimensions and modes of entry into entrepreneurship. In Exploring the Entrepreneurial Society. Edward Elgar Publishing.
Deresky, H. (2017). International management: Managing across borders and cultures. Pearson Education India.
Gordon, A. (2018). Portraits of the Japanese workplace: labor movements, workers, and managers. Routledge.
Hofstede, G. (2016). Hofstede Insights: Compare countries. Retrieved from: https://www.hofstede-insights.com/country-comparison/japan,the-usa/
Hofstede, G., Hofstede, G. J., & Minkov, M. (2005). Cultures and organizations: Software of the mind (Vol. 2). New York: Mcgraw-hill.
Kim, S. (2017). National culture and public service motivation: investigating the relationship using Hofstede's five cultural dimensions. International Review of Administrative Sciences, 83(1_suppl), 23-40.
LeFebvre, R., & Franke, V. (2013). Culture matters Individualism vs. collectivism in conflict decision-making. Societies, 3(1), 128-146.
Soares, A. M., Shoham, A., & Farhangmehr, M. (2007). Hofstede's dimensions of culture in international marketing. Journal of business research, 60(3), 277-284.
Vasile, A. C., & Nicolescu, L. (2016). Hofstede's cultural dimensions and management in corporations. Cross-Cultural Management Journal, 18(1), 35-46.
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