Culture And Power In Germany And Japan

This parallel study of the post-war ‘resurrection’ of two defeated nations provides a striking new and insightful analysis into the nature of Germany and Japan’s recovery – highlighting in particular the shared cultural, linguistic, moral and technological factors that were essential for this ‘phoenix’ phenomenon to take place.

Seminar paper from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, University of applied sciences, Munich, language: English, abstract: The aim of this paper is to analyze the differences in business leadership in Germany and Japan, based on widely known and academically respected cultural frameworks. This is particularly important for globally operating firms in order to have the greatest possible success, to motivate the employees, and avoid business failure due to cultural clashes. The intention of chapter 2 is to provide the reader with an understanding of the terms culture and leadership. Furthermore, this chapter focuses on the description and explanation of the cultural theories of Edward T. Hall, Fons Trompenaars and Charles Hampden-Turner, as well as the Globe Study. Chapter 3 focuses on the description of Geert Hofstede’s cultural dimensions theory. In order to distinguish the German and Japanese culture and its leadership styles, two selected dimensions of his theory will be applied. At the end of this chapter, both cultures are differentiated again, and it is determined which style of leadership suits to which culture. Finally, the term work in chapter 4 comes to a conclusion that refers to the gained knowledge of the previous chapters.

After suffering crushing military defeats in 1945, both Japan and Germany have again achieved positions of economic dominance and political influence. Yet neither seeks to regain its former military power; on the contrary, antimilitarism has become so deeply rooted in the Japanese and German national psyches that even such questions as participation in international peacekeeping forces are met with widespread domestic opposition. In Cultures of Antimilitarism: National Security in Germany and Japan Thomas Berger analyzes the complex domestic and international political forces that brought about this unforeseen transformation.

Power and Culture challenges existing assumptions about the war in the Pacific. By focusing on the interplay between culture and international relations, one of the world’s most distinguished scholars of United States–Japanese affairs offers a startling reassessment of what the war really meant to the two combatants. Akira Iriye examines the Japanese–American war for the first time from the cultural perspectives of both countries, arguing that it was more a search for international order than a ruthless pursuit of power. His thesis is bold, for he convincingly demonstrates that throughout the war many Japanese leaders shared with their American counterparts an essentially Wilsonian vision of international cooperation. As the war drew to a close, these statesmen began to plan for a cooperative world structure that was remarkably similar to the ideas of American policymakers. Indeed, as Iriye shows, the stunning success of Japanese–American postwar relations can be understood only in the light of a deep convergence of their ideals. Iriye has drawn his conclusions from original research, using official Japanese archives and recently declassified American documents. These offer a totally new perspective on the ways leaders in both countries actually viewed the war they were waging.

Examines postwar debates within Germany and Japan over how to promote domestic and regional order.

Inhaltsangabe:Abstract: As the idea of Japan as a leader in management styles and the mythos 'collectivism' as a key to high quality performance and productivity is still in mind of German managers, this work tries to compare actual leadership styles of Japanese and German managers on the level of cultural dimensions. In the study the sample consisted of 119 persons in middle management positions (82 male and 37 female), 60 persons with work experience in Japan and 59 without experience. Participants were asked to complete a questionnaire regarding 52 leadership characteristics (e.g. the ability to assert oneself, to cooperate or to delegate) within five cultural dimensions. Participants then rated the importance of this characteristic for the specific category. Findings of the study showed significant differences in experienced and estimated management styles between the countries as well as significances regarding management traits of the german culture after working in Japan. Inhaltsverzeichnis:Table of Contents: CHAPTER ONE9 1.1INTRODUCTION9 1.2STATEMENT OF THE PROBLEM11 1.3RESEARCH QUESTION14 CHAPTER TWO15 2.1INTERNATIONAL MANAGEMENT AND ITS CULTURAL CONTEXT15 2.1.1Culture15 2.1.2Cross-cultural Communication22 2.2.2Cross-cultural Management25 2.2.3Significance for Organization29 2.3SUCCESS FACTORS OF INTERNATIONAL BUSINESS31 2.4CULTURALLY COMPARATIVE MANAGEMENT RESEARCH35 2.4.1Management-oriented Cultural Research36 2.4.2Cultural Dimensions according to Hofstede40 2.4.2.1Dimension of power distance41 2.4.2.2Dimension of collectivism versus individualism43 2.4.2.3Dimension of masculinity versus femininity44 2.4.2.4Dimension of uncertainty avoidance46 2.4.3The Dimension of the Confucian Dynamic47 2.4.4Further Dimensions of Culture51 2.4.4.1Basic dimensions of culture according to Adler52 2.4.4.2Dimensions of culture according to Trompenaars54 2.5THE SOCIO-CULTURAL BACKGROUND OF JAPANESE MANAGERS57 2.5.1Japanese Confucianism58 2.5.2Corporate collectivism: The uchi mentality60 2.5.3Consensus and participation in management63 2.6THE PRESENT RELATIONSHIP BETWEEN GERMANY AND JAPAN63 2.6.1General and political relationships63 2.6.2The Economic Relationships65 2.6.2.1Relationships to the European Union (EU)65 2.6.2.2Foreign Trade between Germany and Japan66 2.6.2.3Special Features67 2.6.3Cultural Contacts69 2.7LEADERSHIP STYLES70 2.7.1Definition and aspects of leadership70 2.7.2Differencies in the leadership [...]

Case Study from the year 2020 in the subject English Language and Literature Studies - Culture and Applied Geography, grade: 1,3, University of Kassel, language: English, abstract: Since globalisation leads us to interact more with people from all over the world, it is a logical consequence that we get in touch with an increasing number of people from different cultural backgrounds. Therefore, it is important to be aware that every person has their own concept of face, which refers to one’s values, belief system and behaviour. Thus, it is of critical significance to analyse to what extent the different concepts of face of certain people differ in order to make clear why intercultural misunderstandings might appear. As culture is one of the most significant factors that have an impact on a person’s concept of face, this term paper is going to deal with the connection of culture and face and will provide a comparison of the German and Japanese face concepts. Following this analysis, a model developed by Claudia Finkbeiner will be introduced to demonstrate how these cultural differences including one’s concept of face might be overcome in order to ensure successful intercultural encounters.

Nonviolent state behavior in Japan, this book argues, results from the distinctive breadth with which the Japanese define security policy, making it inseparable from the quest for social stability through economic growth. While much of the literature on contemporary Japan has resisted emphasis on cultural uniqueness, Peter J. Katzenstein seeks to explain particular aspects of Japan's security policy in terms of legal and social norms that are collective, institutionalized, and sometimes the source of intense political conflict and change. Culture, thus specified, is amenable to empirical analysis, suggesting comparisons across policy domains and with other countries. Katzenstein focuses on the traditional core agencies of law enforcement and national defense. The police and the military in postwar Japan are, he finds, reluctant to deploy physical violence to enforce state security. Police agents rarely use repression against domestic opponents of the state, and the Japanese public continues to support, by large majorities, constitutional limits on overseas deployment of the military. Katzenstein traces the relationship between the United States and Japan since 1945 and then compares Japan with postwar Germany. He concludes by suggesting that while we may think of Japan's security policy as highly unusual, it is the definition of security used in the United States that is, in international terms, exceptional.