Wa, Guanxi, and Inhwa: Managerial Principles in Japan, China, and Korea
Wa, Guanxi, and Inhwa: Managerial Principles in Japan, China, and Korea
Article Summary
We need to broaden our cultural horizons to embrace the full diversity of the world’s people.
The managerial principles in Japan, China, and Korea may share some features, but differ in others. Each society has its separate, distinctive philosophy that guides business managers. A specific behavior appropriate to the setting is required and will be helpful in attaining success in dealings with managers from those countries.
WA
In Japan, business relations operate within the context of wa, which stresses group harmony and social cohesion. Wa refers to the value the Japanese place on group loyalty and consensus. It is the existence of mutual cooperation so a group’s members can devote their total energies to attaining group goals. Member’s personal goal is discouraged. Individual members profit only after the group has profited from their activities. Wa takes place within a group context. Japanese seldom interact with one another or with foreigners as individuals. That is why most activities in Japan occur within a group. Specific position is less important than group membership. Wa demands that member of a group, whether a work team, a corporation, or a nation, cooperate with and trust each other. Japanese usually insist that all business dealings take place among friends. Proper introductions are so important when business relationships are initiated. The establishment of close friendships with coworkers is also necessary, because wa demands that members of a group achieve total agreement through consensus. The willingness to subordinate the truth to group harmony is illustrated in the term makoto, which is equivalent to English word “sincerity”. Wa also involves a specific time dimension. The group’s survival and eventual success are keyed to a long-term perspective. Japanese view contracts as personal agreements that should be changed when conditions change. Social
Article Summary
We need to broaden our cultural horizons to embrace the full diversity of the world’s people.
The managerial principles in Japan, China, and Korea may share some features, but differ in others. Each society has its separate, distinctive philosophy that guides business managers. A specific behavior appropriate to the setting is required and will be helpful in attaining success in dealings with managers from those countries.
WA
In Japan, business relations operate within the context of wa, which stresses group harmony and social cohesion. Wa refers to the value the Japanese place on group loyalty and consensus. It is the existence of mutual cooperation so a group’s members can devote their total energies to attaining group goals. Member’s personal goal is discouraged. Individual members profit only after the group has profited from their activities. Wa takes place within a group context. Japanese seldom interact with one another or with foreigners as individuals. That is why most activities in Japan occur within a group. Specific position is less important than group membership. Wa demands that member of a group, whether a work team, a corporation, or a nation, cooperate with and trust each other. Japanese usually insist that all business dealings take place among friends. Proper introductions are so important when business relationships are initiated. The establishment of close friendships with coworkers is also necessary, because wa demands that members of a group achieve total agreement through consensus. The willingness to subordinate the truth to group harmony is illustrated in the term makoto, which is equivalent to English word “sincerity”. Wa also involves a specific time dimension. The group’s survival and eventual success are keyed to a long-term perspective. Japanese view contracts as personal agreements that should be changed when conditions change. Social