The Impacts of Organizational Culture on Knowledge Transfer Between Japanese Managers and Vietnamese Employees in Japanese Enterprises

Satoshi Mizobata (), Thi Ngoc Anh Nguyen () and Quoc Trung Pham ()
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Thi Ngoc Anh Nguyen: National Economics University
Quoc Trung Pham: Ho Chi Minh City University of Technology

No 1030, KIER Working Papers from Kyoto University, Institute of Economic Research

Abstract: Knowledge transfer effectiveness is considered one of the most important factors for ensuring the success of any enterprise, especially for multinational enterprises which have foreign employees. However, in the case of Japan, the effectiveness of knowledge transfer between Japanese managers and foreign employees is not high. This limited effectiveness is understood as linked to the cultural distance between Japanese managers and foreign employees. The main goal of this study is to explore the impact of organizational culture on knowledge transfer in Japanese enterprises. This research project examines a range of organizational cultural factors, including cultural background, communication ability, perceived cultural distance, learning style, and cultural openness. Quantitative survey research was conducted with 365 respondents, who are Vietnamese labourers working in Japan. Analysis showed that two factors had a positive impact on the effectiveness of knowledge transfer: cultural openness; and managers’ communication ability. The study draws on these results to make recommend improvements in the knowledge transfer process between Japanese managers and Vietnamese employees.

Keywords: organizational culture; knowledge transfer; cultural openness; communication ability; Japan. (search for similar items in EconPapers)
JEL-codes: L14 M14 M16 M54 O32 (search for similar items in EconPapers)
Pages: 22pages
Date: 2020-04
New Economics Papers: this item is included in nep-gen, nep-knm, nep-sbm and nep-sea
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