Abstract

This study investigates the management similarities, management compatibilities, and practical approaches synergizing the intercultural potential to facilitate efficient technology transfer. It utilizes Hofstede’s cultural dimensions, with Abo’s theoretical management system and Adler’s intercultural synergy framework, to conduct qualitative data collection through in-depth interviews, focus groups, and observations on at 13 Japanese manufacturing subsidiaries in Vietnam. The study finds that five essential factors occurring in technology transfer?frequent interaction, training, team-based work, quality practice, and managerial commitment?can properly integrate the similarities and complementary potential of Vietnamese and Japanese management practice. This study proposes a working framework focusing on directions of determining each culture’s combinable management perspectives, ways of synergizing them, and the possibilities for intercultural synergies to promote technology transfer performance in culturally different contexts. It is suggested that hybrid managerial practices represent not only convergent management styles but also intellectual strategies for exploiting home and host advantages in efficient technology transfer, thus creating the critical foundation of an organizational culture.

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