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Abstrak :
expatriate training in Japan demonstrate interesting differences between Japanese companies and multinational companies. in this paper, the influence of cultural values with a focus on individualism and collectivism is used to explain the cuase underlying these differences. the following aspects of expatriate training are covered in this paper. 1) attitudes of HR and participants toward intercultural training. 2) individual vs. group programs. 3) spouse included or not. 4) youth programs offered. 5) profile of typical participants. 6) overall training program goals. 7) participant goals and objectives for the training. 8) pre-program assessment. 9) pre-program contact with participants. 10) program materials and delivery styles. 11) participation style of the participants during the training. 12) post-program feedback and evaluation by participants. in order to design, market, and deliver corporate expatriate training in Japan, we need to understand and manage the individualism--collectivism value differences between Japanese companies and multinational companies.

Abstrak :
Research has shown that, when Japanese companies go abroad, they continue to apply their distinctive Japanese-style management ? with perhaps some adaptation to local economic and socio-cultural contexts. What has not been researched so far is how inclusive or exclusive Japanese-style management is for those working within the organisation. Based on case studies carried out in eight Japanese companies in Cambodia, Thailand and Vietnam, this paper investigates how Japanese and local managers and employees are either included or excluded by the values, management styles and ways of decision-making prevailing in their company. The evidence not only shows differences in perceptions but also reveals some questionable aspects of Japanese-style management. It seems to be much more exclusive than suggested by either most stereotypical research on or popular understanding of Japanese management.

Abstrak :
ABSTRAK
Dalam penelitian ini, penulis akan membahas mengenai fenomena penggunaan yakushokumeishoo dan keigo sebagai bagian dari kerangka honorifics yang dilihat dengan konsep power distance dalam komunikasi di perusahaan Jepang. Keigo yang dimaksud adalah penuturan bahasa sopan, atau bahasa hormat, sedangkan honorifics adalah dalam arti luas, merupakan suatu sistem komunikasi bahasa yang bermakna sopan, hormat dan merendahkan diri. Penulis membatasi penelitian pada pembahasan mengenai fenomena penggunaan Yakushokumeishoo dan Keigo sebagai bagian dari kerangka honorifics yang dilihat dengan konsep power distance dalam komunikasi di perusahaan Jepang, oleh karyawan perusahaan Jepang di daerah Kansai, Jepang. Dari kuisioner dan wawancara didapatkan hasil bahwa bentuk sapaan yang digunakan oleh karyawan terhadap atasan ketika berkomunikasi di dalam perusahaan adalah bentuk panggilan jabatan, nama keluarga+san. Dari hasil ini menunjukkan bahwa di Jepang sudah mulai terjadi perubahan terhadap penggunaan bentuk sapaan terhadap atasan, dari sebelumnya adalah panggilan jabatan, sekarang muncul panggilan biasa yaitu “-san”. Bentuk panggilan ini tidak berpengaruh terhadap jauh dekatnya jarak emosional dari bawahan terhadap atasan. Karyawan Jepang bisa menyampaikan pendapat dan ketidaksetujuan meskipun menggunakan panggilan jabatan. Sebaliknya ada pula responden yang menggunakan bentuk panggilan biasa yaitu nama keluarga+san namun mereka tidak bisa menyampaikan pendapat atau ketidaksetujuan terhadap atasan.

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ABSTRACT
In this study, the authors will discuss about the phenomenon of the use of yakushokumeishoo and keigo, as part of the framework of honorifics that are seen with the concept of power distance in communications in the Japanese company. Keigo is a polite form in Japanese. And honorifics is in a broader sense, is a system of communication language which means polite, respectful and humble themselves. Authors restrict the discussion of research on the phenomenon of use of yakushokumeishoo and keigo as part of the framework of honorifics are seen with the concept of power distance in communication in Japanese companies, by employees of Japanese companies in the Kansai region, Japan. From questionnaires and interviews showed that the shape of address forms used by the employee to the superior when communicating in the office is address forms related with position, last name + san. This result shows that Japan have started a change to the use of address forms to the superior, from address forms related with position, now appear normal call is "-san". The shape of this address forms has no effect on emotional distance from subordinates to superiors. Japanese employees can express their opinions and disagreements despite using address forms which related with position. Instead there are also respondents who use form of the surname + san, but they could not express an opinion or disagreement to superiors.