ABSTRACT
The rapid internationalization of Japanese companies and their accompanying investments abroad has brought to the forefront the issue of successfully organizing and managing these local subsidiaries. Assuming basic differences in management styles, work attitudes and business perceptions between Japanese expatriates and local staff, it is hypothesized that a focus on both the theory and practice of organizational development will substantially increase our understanding of the success (or failure) of Japanese multinationals abroad. Complex local environments necessitate adequate learning strategies incorporated into a wider concept of ‘multinational management’. A framework for future research as well as a practical guidance for practitioners is proposed.
