Adapting International Human Resource Management Strategies for Success: A Comparative Study on Approaches for UK Companies Expanding into Japan

Abstract

This study provides a comprehensive evaluation of the challenges associated with people management and International Human Resource Management (IHRM) for UK companies venturing into the Japanese market. The importance of recognizing cultural variances is emphasised, as demonstrated by the application of the GLOBE study (House et al., 2004), Hofstede's framework (1990) and Lewis's model (2006), critically reflecting their impacts on people management practices to suit the cultural preferences of the Japanese context. Other elements for project team effectiveness such as team building, development phases, conflict resolution, diversity, inclusion and communication preferences are also critically explored. The recommended IHRM approach is customized to strike a balance between global integration and local adaptability, employing a combination of host-country nationals (HCNs) and parent-country nationals (PCNs). This approach enables UK firms to capitalize on the advantages of both groups, aligning with global strategies and values while satisfying Japan's distinct cultural, regulatory and institutional landscape. The combination of transformational leadership styles to cater to local cultural and communication preferences, promoting of diversity and inclusion in project teams, the implementation of effective communication and conflict resolution strategies that acknowledge cultural distinctions are proposed.