ABSTRACT
This chapter discusses the ideal organizational culture as perceived by the employees and the organizational culture they observe in reality in both the parent operation of a Japanese multinational company and in its subsidiary operation in Thailand. In a Japanese company, the leadership styles and the organizational culture are designed by the human resources management system. An organization with informal cultural control relies on an implicit organization-wide culture within the organization for the control of the members of that organization. Supportiveness is related more on interpersonal relationship than on operational culture. Entrepreneurship is defined in terms of independent managerial activity and knowledge management. Interpersonal interactions are to a large extent determined by real and relevant differences or similarities between interaction partners in belief structures and desired outcomes. Social information-processing or social construction approaches to understanding reactions to the work environment imply that beliefs about, rather than actual, organizational fit should dominate.
