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Comprehensiveness versus Pragmatism: Consensus at the Japanese–Dutch Interface

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  • Niels G. Noorderhaven
  • Jos Benders
  • Arjan B. Keizer

Abstract

abstract By comparing the views of managers working at the interface of two consensus‐oriented societies, Japan and the Netherlands, we show important differences between the consensus decision‐making processes as seen by Japanese and Dutch managers. These differences relate to how complete the agreement of opinion should be in order to speak of consensus, with the Japanese managers demanding a more complete consensus than the Dutch. The processes and conditions that Japanese and Dutch managers see as leading to consensus also differ. Japanese consensus is based on a more ordered, sequential process than Dutch consensus. Our respondents differed deeply regarding the role of the hierarchy in their own and the others’ consensus processes, with both Japanese and Dutch managers seeing their own consensus process as less hierarchical. Our findings show that the concept of consensus is interpreted quite differently by Japanese and Dutch managers. This is an important warning for companies operating at the interface of these two societies. More in general our research illustrates the usefulness for international management research of detailed comparative studies focusing not on stark contrasts but on more subtle differences between management practices.

Suggested Citation

  • Niels G. Noorderhaven & Jos Benders & Arjan B. Keizer, 2007. "Comprehensiveness versus Pragmatism: Consensus at the Japanese–Dutch Interface," Journal of Management Studies, Wiley Blackwell, vol. 44(8), pages 1349-1370, December.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:8:p:1349-1370
    DOI: 10.1111/j.1467-6486.2007.00712.x
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    References listed on IDEAS

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    1. Ouchi, William, 1981. "Theory Z: How American business can meet the Japanese challenge," Business Horizons, Elsevier, vol. 24(6), pages 82-83.
    2. Lindy Edwards, 1997. "Consensus in Conflict: Competing Conceptual Structures and the Changing Nature of Japanese Politics in the Postwar Era," Asia Pacific Economic Papers 267, Australia-Japan Research Centre, Crawford School of Public Policy, The Australian National University.
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    4. Hyunghae Byun & Sierk Ybema, 2005. "Japanese Business in the Dutch Polder: The Experience of Cultural Differences in Asymmetric Power Relations," Asia Pacific Business Review, Taylor & Francis Journals, vol. 11(4), pages 535-552, December.
    5. Fetters, Michael D., 1995. "Nemawashi essential for conducting research in Japan," Social Science & Medicine, Elsevier, vol. 41(3), pages 375-381, August.
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    Cited by:

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    2. Leila Hurmerinta & Eriikka Paavilainen-Mäntymäki & Mélanie E. Hassett, 2016. "TEMPUS FUGIT: A Hermeneutic Approach to the Internationalisation Process," Management International Review, Springer, vol. 56(6), pages 805-825, December.

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