Can Efficient Technology Transfer Be Achieved through a Hybrid Corporate Culture? A Study on Japanese Manufacturing Subsidiaries in Vietnam

Abstract

This study aims to explore the positive manners of dealing with cultural differences to efficiently implement technology transfer for Japanese subsidiaries in Vietnam. Based on Hofstede’s cultural dimensions theory, the study, which employed qualitative data collection approaches, including in-depth interviews, focus group discussions, and observations, was conducted at thirteen Japanese manufacturing subsidiaries in Vietnam. The data were further analyzed using Adler’s framework on intercultural interaction synergy. The results were: (1) Differences between Vietnamese and Japanese management existing in implementing technology transfer are traced back to each national culture fundamental, mainly lie on dimensions of Collectivism and Power Distance; and (2) strategic activities directly convincing Vietnamese staff behaviors and addressing the mindset of Japanese and Vietnamese staff were taken to minimize the above differences. This study proposes the working framework towards hybrid corporate culture that flexibly incorporates local practices while maintaining core Japanese management. It can help achieve efficiently technology transfer performance for Japanese firms doing business in developing countries, especially Vietnam.