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This thesis deals with similarities and differences in Japanese and Vietnamese business styles. The objectives of the study are to investigate the similarities and differences in some management practices and beliefs between Japanese and Vietnamese companies and to give explanations to some of them based on cultural knowledge reviewed from previous research. A survey questionnaire was designed for Japanese and Vietnamese businesspeople who have experience working in Japanese – Vietnamese business environment. The data analyzed from the questionnaire is employed to figure out the similarities and differences in business styles of companies from two countries. The first part of the questionnaire require personal information of the respondents. The second part is composed of 6 questions designed to explore the styles companies in Japan and Vietnam apply in daily management practices. The results demonstrate significant similarities and differences in the ways Japanese and Vietnamese businesspeople conduct business and run the organizations. Some findings appear to be contrast to or difficult to explain based on reviewed literature which proves the dynamics of culture. The study hopes to bring helpful findings for people concern and raise important problems for further research.
[...]... Chapter 2 – Methodology – mentions the research questions, data collection instruments, method of the study, selection of subjects, data collection procedures and data analysis 4 Chapter 3 – Data Analysis – presents the results of the study by comparing and contrasting the figures Chapter 4 – Findings and discussion – discusses the data collected in order to answer the research questions Part III – Conclusion... in Japan or Vietnam 5 Structure of the study As for the design of the study, it consists of three main parts: Part I – Introduction – presents the rationale, aim, significance and scope of the study Part II – Development – is composed of three chapters: Chapter 1 – Literature Review – introduces the definition of culture in general, national culture and business culture in particular, and presents... Avoidance Index, people implement strong laws, rules, regulations and controls in order to avoid the uncertainty In contrast, countries with high score in Uncertainty Avoidance Index prefer a variety of opportunities, they readily accept changes and are opened to risk – taking 1.2.1.5 Long – term orientation versus short – term orientation According to Hofstede, people from long – term orientation look forward... studies 2.2.1 Strong sense of community 15 “Strong sense of community is felt by all Vietnamese” (Ellis: 85) Heavily influenced by Confucianism, Vietnamese appreciates group harmony and forges strong relationship with the community around them including family, neighbors and society Confucian classics and ethics rooted in the country’s education system until 20 th century promote anti – individualisticism... Individualism – Collectivism in negotiation 24 In Which type of negotiation style is preferred in your company? In Japan Vietnam (%) The interest of both parties are taken into 93% (%) 94% account in order to achieve win – win outcome in which both sides achieve long – term satisfaction with negotiation results Only the interest of one party is maximized at 7% 6% the expense of the other party to achieve win –. .. typical characteristics of agricultural cultivation is a heavy reliance of the 16 farmers on natural conditions, Vietnamese people who mainly live on farming learn to be adaptable and flexible (Cơ sở văn hóa Việt Nam, pg 15) Furthermore, frequent threats from foreign aggressions and natural disasters suggest a principal reason for the people’s acceptance of the current situation and flexible attitudes... product of “firm inner self – control that has made him master of his less rational and antisocial instinct.” (Reischauer, 1988:163) 2.2 Characteristics of Vietnamese culture Being located in a strategic position – bordering the Power China to the south, parallel to the East sea trading route; Vietnam has been under a great influx of cultural influences during its 4000 – year history A thousand year... particular, respect for tradition, preservation of ‘face’ and fulfilling social obligations.” (Culture’s Consequences, 2001:359) Therefore, people of long – term orientation tend to search for persistence and personal adaptability while people of short – term orientation prefer quick results and stability 1.2.2 Schein’s framework of organizational culture According to Schein, organizational culture is... what is considered effective, Espoused beliefs and values can be interpreted with the company’s state of mission or vision 1.2.2.3 Basic assumptions 11 Basic underlying assumptions is called “theory – in – use”, the nonnegotiation and nondebatable assumptions that guide members of the organization how to perceive the things around them These assumptions stay invariable through the time because people... by intuition, rather than by a sharp analysis of contrasting views or by clear – cut decisions” 2.1.2 Strictly hierarchical structure According to Nakane, “Japanese social groups are characterized internally by vertical relationships, oftentimes established through elaborate ranking systems Once ranking is established, strong emotion ties the hierchy together through a cultural system of loyalty from . parts: Part I – Introduction – presents the rationale, aim, significance and scope of the study Part II – Development – is composed of three chapters: Chapter 1 – Literature Review – introduces. accept changes and are opened to risk – taking. 1.2.1.5. Long – term orientation versus short – term orientation According to Hofstede, people from long – term orientation look forward to future. analysis. 4 Chapter 3 – Data Analysis – presents the results of the study by comparing and contrasting the figures. Chapter 4 – Findings and discussion – discusses the data collected in order