學門類別
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Japanese-American Seating Inc. (A)
內容大綱
The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has been in operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly (a) how the venture will be managed (traditional Japanese, North American or combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a few Canadian managers) and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. A follow-up case Japanese-American Seating Inc. (B) is also available.
學習目標
This case series includes issues of management preferences and organizational structure and culture. Japanese-American Seating Inc. (A) and Japanese-American Seating Inc. (B) deal with the same phenomenon (i.e., the hiring of a new project co-ordinator), but from different perspectives: the (A) case from an American general manager's perspective; the (B) case from a Japanese president's perspective. This series can be used in a Business Policy course.