ABSTRACT
Japanese companies are at the top of the league of major successful companies in the world. To understand factors affecting corporate performance, a systematic analysis of the organizational culture is essential, which is missing in the economics-oriented literature on differences in performances of various companies of different national origins. Corporate organizational culture can affect corporate performance. National culture may not always correspond to the geographical map of a country. Minorities of Japan, indigenous Aino community and the Koran residents, are too tiny to have any impacts on Japanese culture. Organizational culture along with a leadership style, which is the product of organizational culture, national culture, and human resources management practices, creates a synergy, which shapes the fortune of the company’s performances. Thus, national culture, organizational values, organizational cultures, leadership styles, human resources practices, and corporate performances are interrelated and each depends on others. The chapter also presents an overview of the key concepts discussed in this book.
