ABSTRACT
This chapter explores how people talked about why segregated management was introduced in these Japanese financial companies and how they tried to solve conflicts between Japanese and local staff through the management structure. It examines how people talked about the differences in work cultures as a way of exploring how our understanding of culture is based on notions of 'us' and 'them'. The chapter examines how these people confront problems of language, which itself constitutes an important part of cultural identity. The management structures of Japanese overseas companies are not integrated in one line, despite their intention of creating hybrid global companies, especially those of white-collar managers. The management structure looked integrated, but in practice it was segregated between British and Japanese staff. In parallel with the segregated management structure, there were differences of salary systems and promotion between Japanese and British staff.
