To understand how he was able apply this, it will be necessary to see differences in the two cultures, France and Japan, for he has been applying it to his success, that we can see from the income generated by the alliance, …show more content…
What’s important is ones independence and individuality in these societies. Whereas in japan, Nissan is developed in a strong collective concept. Here they believe in the power of a group and it is thanks to this solidarity that they can achieve their goals and succeed.
• Low or High Power Distance: Power Distance refers to type of relationship between staff and management (hierarchy). Both in Renault and Nissan, the power distance is quite high, where the management makes the rules and business strategies and the staff/employees are expected to comply. But in France, the direct contact between top management and staff is easier than in Nissan. In Japan, higher management are considered in part godly by the subordinate employees and replying to them may be viewed as an …show more content…
are based on a concept of truth. For example if Situation 1 is true and Situation 2 is a direct opposite of it, then Situation 2 is false. This is the analytical thinking employed by Renault who are mostly from a monotheist faith and reason on the short term level. But in Asian religions like Confucianism, Buddhism, etc. which is based more on the concept of virtue, people hypothesize that in the previous example, just cause Situation 2 is a direct opposite, does not mean that 2 is false but that 2 can also be true. This can be understood by the concept of yin-yang in Chinese philosophy where such situations are seen as complimentary more than