The meaning of work: American and Japanese paradigms

In this article it is argued that a fundamental difference exists between the Japanese view of the meaning of work and the American view of this construct. It is suggested that the American orientation is primarily environment-centered, and is based on a traditional stimulus-organism-response (S-O-R) model. In contrast, the Japanese orientation seems to be primarily person-centered, and is based on what might be called an organism-response (O-R) model. The reasons for this difference are explored and both the practical and theoretical implications are examined.In conclusion the author projects a revision of research methodology in the behavioural sciences leading to a more realistic appraisal of the transferability of Japanese management practices to the American environment.Portions of this paper were presented at the Pan Pacific Conference on Business and Technology, Honolulu, March, 1984. It was selected as the Best Paper in the Organizational Behaviour track. The author is indebted to Chuck Behling of Bowling Green State University and Ken Kim of The University of Toledo for their helpful suggestions and comments on an earlier version of this paper.