This
paper explains Japanese human resource
management in China and looks at several hypotheses as to why the Japanese have
been unsuccessful in adapting their own style of
management to the Chinese culture and society. The
paper then looks at possible solutions to the dilemma based upon lessons learned from the cultural/business guru, Geert Hofstede, and North American and European entrants into the Chinese marketplace. Introduction and Statement of the Problem Background The Problem Hypothesis 1 Hypothesis 2 Hypothesis 3 Review of the Literature Japanese Management in the U.S. and Canada Japanese Management in the People's Republic of China Chinese Indigenous Management Methodology Findings The Case Study: Nokia How to Succeed in China