Organizational Cultural Differences Between Japanese and Brazilians in A Brazilian Steel Plant

Abstract

Objective: This article aims to analyze the cultural differences reported by Japanese workers in a steel company in Brazil.   Theoretical Framework: The study is based on Schein's (2009) Organizational Culture theory and Hofstede's (2001) cultural studies, complemented by the models of Schwartz and Trompenaars and Hampden-Turner.   Method: The methodology adopted was a descriptive case study with a qualitative approach and content analysis. Data were collected through interviews with Japanese workers.   Results and Discussion: The results confirmed cultural differences between the two countries, according to the theories of Schein and Hofstede. Japanese workers reported a cordial and friendly adaptation to Brazilian culture. The study highlighted the need to further explore Hofstede's dimension of restraint versus indulgence, which showed significant differences.   Research Implications: The theoretical and methodological contributions include the integrated application of the models of Schein, Hofstede, Schwartz, and Trompenaars and Hampden-Turner, providing a robust analysis of cultural dynamics. In social and managerial terms, the research identifies effective practices for managing cultural differences in multinational environments, promoting cultural harmonization, and creating a cohesive corporate identity.   Originality/Value: This study expands the knowledge on Organizational Culture and suggests new areas of research, especially in the context of mergers and acquisitions.