| Concept | Representative comments |
| Language ability as a barrier | • Here, I have to make extra efforts to reach the same output as I did in Japan, due to my English ability. • Here, those who speak more tend to be regarded as those who work harder. The dominant opinions in a meeting tend to be adopted. In this sense, speaking up itself is nearly equal to power. • In my section, I'm the only Japanese participant. So, sometimes the other employees use the local language, not even English. |
| Differences in the way of working/ employment system | • In Japan, before presenting our ideas [about product design] to others, we need a lot of approval. But here, the ideas of the person in charge are more easily implemented. • Job description and role assignment are very clear. Unlike Japanese, people here don't work outside their job description or the gray zone. |
| Differences in the way of decision-making | • Decision-making is very speedy. It's called the sand box system just like children's playing in a sand box. Just three or four people get together, brainstorm, and start to work, using the budget freely. It takes only 2 years here to make a product that takes 5 to 6 years in Japan. • Japanese companies tend to discuss thoroughly, taking a lot of time. Here, people make a decision in a fixed time, just in a meeting. |
| Cultural similarities between the two countries | • A nail that stands will be hammered down. (The Law of Jante) • People here like socializing among colleagues even more than the Japanese. • They prefer face-to-face communication rather than e-mails. |
| Education to encourage speaking up | • In order to foster globally-minded leaders, speaking English and the ability to express one's opinions should be taught at an early stage, such as elementary school. • The communication ability in Japanese should be developed first. High TOEIC scores do not guarantee speaking ability. Instead, the ability to speak up should be taught. |
| Training to enhance intercultural competence | • Both Japan and this country are homogeneous societies and cannot accept diversity. In the Netherlands, the leader listens to everybody's opinions, skillfully accepting different opinions to reach a consensus. • First of all, we have to get younger generations interested in foreign countries. They should go abroad to study like Chinese and Korean students. |
| Reduced Japanese presence or influence | • The presence of Japan has sharply decreased. Here, we cannot even find guidebooks for Japan. There used to be Japanese TV programs, but now they have been replaced with Chinese programmes. Now everything has become China-oriented. • For globalization, we should think about how to raise the presence of Japan. • The impact of globally-minded leaders varies from economy to culture. So, appealing to cultural strengths is one way to raise the presence of Japan. |
| Underdeveloped globalization of Japanese companies | • The Japanese headquarters doesn't necessarily understand the way of doing business in Europe. They want to know everything. But we cannot comprehend the big picture because here, projects are based on individuals and not shared by everyone like they are in Japan. • Japan has been very technology-oriented. But the world standard has been controlled by Western countries, [That's why we could not be dominant in some markets]. One good example is the mobile market. Unless we think about how to control the world-wide standard, we'll never be No.1, however good our technology is. |
| Caution for overemphasizing “Globalization” | • Now, the term globalization is widely used, but its implications are not understood. • We can just imitate Western countries if we really wish. But we should think about Japan's strengths and unique selling points to appeal to the world. • Even though we successfully train globally-minded leaders, what would happen if they stayed abroad forever? We should think about how they can return their fruits to the Japanese society. |