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To identify characteristics of Japanese business culture that differ from China, particularly in the dimensions of ‘high context’ versus ‘low context’’ and collectivism versus individualism.

Application of the concepts in cross‐culture research suggested by Hall (1976), Hofstede (1980) and Trompenaar and Hampden‐Turner (1998) and on the base of comprehensive field visits and observation undertaken in China and Japan over the past several years.

The Japanese culture can be characterized as highly tacit and group‐centered, whereas Chinese culture is more explicit and individualistic.

Arguably the absence of a large body of supporting data represents a limitation in the methodology of this article. Future survey based research and further conceptualization on different kinds of collectivisms and individualisms will supplement this article.

Very useful advice in aspects of communication, human relations management, recruitment, and management control systems for international business management developing business opportunities in Japan and China.

This article elucidates the differences in business culture between Japan and China and shows to the global business community that a differentiated view of international business management in Japan and China is necessary.

A performance framework is described that distils concepts from the literature about existing frameworks in order to extend capacity to evaluate and appraise performance. This open system interpretation recognises dynamic flows between various organizational levels and allows performance to be viewed in a holistic sense. Both macro and micro views are addressed that range from simple feedback control models to broader evaluation perspectives appropriate to stakeholder requirements and organisation purpose. Three basic dimensions of performance are observed using this framework that form a performance triplet, which is described in a series of principles as part of a first step towards a theory of performance measurement.

Argues that as opportunities arise for companies to exploit new markets, a critical issue is how firms should be organized to cope with innovation and competition in a fast moving business environment. Suggests changes to organizational procedures with the potential to deal with complex investment decisions better. Based on theory, surveys and practice, these include changes to the traditional role of financial analysis, extending the capital investment process to one which combines strategic and financial management considerations. Puts forward a set of criteria which should be met once advanced manufacturing technology practices have been recognized.

Describes the development and testing in a factory setting of a model of the employee organizational commitment process. Extended from early work in the field, the commitment‐performance model (C‐P model) builds up a structure which links effort and continuance commitment with employee expertise and behaviour. Survey data gathered in a multi‐division, labour‐intensive garment manufacturer in New Zealand form the basis of the empirical element which underpins the study. Uses LISREL (linear structural relationships) methodology to establish that the C‐P model is well specified and provides a framework for performance evaluation at the test site. Points the way to improve performance and reduce voluntary withdrawal using LISREL output to plan interventions in areas which the C‐P model indicates will enhance commitment in a balanced and cost‐effective way.