What are the differences between corporate cultures in China, the United States and Japan? Thank you for your questions.

Reasons for corporate culture differences between the United States and Japan: 1. Natural reasons: (Different natural conditions) The United States: superior natural conditions, abundant resources and remarkable economies of scale. Give priority to material and financial resources, and the management of people is used to starting from the cultivation and development of personal ability. Japan: The lack of natural resources in an island country forces them to attach importance to their only rich resource-people, and also forces them to rely on unity and cooperation to reduce losses. 2. Historical reasons: America: They have no historical tradition and are an immigrant country. Most immigrants from western Europe are afraid of centralization because they avoid high-handed policies. Everyone has a sense of independence and strong individualism, and his behavior follows liberalism. Moreover, Americans have adventurous spirit and crazy pursuit of wealth (cowboy, gold rush), and have a unique view of success (belief ability (everyone should and can pursue income and status through personal efforts). Japan: Influenced by the feudal family relationship in history, the superiors showed paternalistic rule, care and intervention to the subordinates, while the subordinates showed obedience, trust and loyalty. The harmonious atmosphere of a big family focuses more on the interests of the country and the collective, and individuals obey the collective. 3. Cultural reasons: America: Most people believe in Christianity. There is a concept of original sin in the doctrine, which holds that people are naturally lazy, so management should strengthen control and supervision. Japan: Japanese culture is deeply influenced by Buddhism, Confucianism in China and local Shintoism. It follows the Confucian ethical culture of "benevolence, righteousness, courtesy, wisdom, loyalty, filial piety, harmony and love", and people pursue harmonious coexistence, mutual assistance and mutual love. Japanese believe that people who love others will always love others; People who respect others will always respect others. Emphasize interpersonal trust, loyalty and altruism. 4. A simple comparison of organizational culture between America and Japan: 1. Basic employment system in the United States: short-term employment system (each enterprise can dismiss employees it deems unnecessary according to its own requirements and replenish new employees at any time. At the same time, each employee can also choose a company that is more beneficial to him according to his own conditions, and the employee turnover frequency is high. Japan: lifelong employment system (once the main backbone employees enter the enterprise, they will be connected with the fate of this enterprise for life. Nothing special. The reason is that you can't pick a slot, and once an employee enters the enterprise, the enterprise must be responsible for the employee for life and can't easily lay off employees. Some large enterprises also set up cemeteries to bury their employees. Decision-making system USA: CEO makes decisions (a large number of decisions are made by individuals based on the CEO's ability and experience, so the decision-making efficiency is very high, but it takes a lot of explanations to convince employees and understand the implementation, and it takes a long time to convey them step by step) Japan: collective decision-making (first pass the decisions down to the lowest level, solicit opinions from all levels, and then summarize the feedback. The high-level officials sort out and classify the opinions, then pass them on to all levels for consultation, and pass them up and down several times to reach a final consensus, and then implement them together. No time is needed to explain, and the realization deviation rate is small. 3. Responsibility system USA: The CEO has full authority and is fully responsible for all aspects of enterprise operation (this is also related to the decision-making mechanism). American CEO is mainly responsible for the development, success or failure of the enterprise, and implements heavy rewards and heavy penalties. So their wages are very high, and the wage difference between the upper and lower classes is many times that of Japan. ) Japan: The entire management team is collectively responsible. Top managers are generally respected and have no specific responsibilities. Their core role is only to lead and deter subordinates by virtue of prestige and coordinate all aspects of work. The specific work is done by subordinates, who collectively bear the responsibility for the problem, and the top level is only a little more, so there is little difference in wages among people at all levels within the enterprise. ) 4. Control mechanism Japan: Top managers only need to explain to their subordinates the management concept and purpose, mission, strategic direction, vision, specific goals and methods in the near future, while specific work requires them to play their initiative and creativity and play the spirit of teamwork (flexible management). USA: The top management strictly regulates and restricts the behavior of subordinates with strict written rules and regulations, and guides and controls the normal operation of the company with frequent assessment, checks at different levels, control of internal performance and incentive mechanism (system constraint) (rigid management) 5. American employee evaluation and promotion system: American enterprises should regularly assess and evaluate their employees' job performance, and the important indicators of evaluation often only pay attention to their actual performance and specific business ability. Evaluation is linked to treatment, and the results will be honored after evaluation. Japan: Recruits have to wait 5-8 years to make their first big evaluation, and only those who are outstanding can be promoted. Moreover, the diversification of evaluation indicators not only focuses on business, but also evaluates interpersonal relationships and team spirit. ) 6. Employee Training and Career Development Path USA: Usually, employees are trained in a relatively narrow and professional way. When recruiting, they often spend a lot of money to hire "professional" talents and train employees to achieve higher professional skills. But because they are short-term employees, they may leave once they have better development opportunities. As a result, companies will not train their own top management, but will hire more from Japan: companies generally do not accept resignees, and new entrants will enter the management through job rotation, exercise, expanding knowledge and experience, and finally enter the management. This system has created a "generalist" for enterprises. Japan follows the internal promotion system, and generally does not hire external high-level, so the company will spend a lot of money to train the core backbone. 7. Care for employees in the United States: Generally speaking, enterprises are only workplaces, and work is only a means of life. Organizations should only pay attention to work-related situations for employees, plus American individualism and worship of human rights, so employees' lives belong to privacy. Enterprises are not allowed to interfere in Japan. It is generally believed that an enterprise is a big family, managers are parents, employees are members, and employees' work and life should be taken care of by the enterprise to ensure the harmony of the enterprise (7S theory). American enterprises pay more attention to the "hard 3s" in enterprise management, that is, strategy, structure and system. , and over-emphasis on technology and rationality in management. It is believed that only "hard three" can facilitate rational, mathematical, logical and orderly analysis and research. Japanese enterprises, as typical rationalists, pay more attention to the "soft four S", that is, personnel, style, skills and the highest goal, and attach importance to factors such as emotion, spirit and value orientation in management. Represents the spiritualism of the East