The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. In operation for nearly two years, this case describes the perspective of the Japanese president of JASI. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly: (a) how the venture will be managed (i.e. traditional Japanese manner, North American manner, or some 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.
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