Abstract

This study aims to explore the positive manners of dealing with cultural differences to efficiently implement
technology transfer for Japanese subsidiaries in Vietnam. Based on Hofstede’s cultural dimensions theory, the
study, which employed qualitative data collection approaches, including in-depth interviews, focus group
discussions, and observations, was conducted at thirteen Japanese manufacturing subsidiaries in Vietnam. The
data were further analyzed using Adler’s framework on intercultural interaction synergy. The results were: (1)
Differences between Vietnamese and Japanese management existing in implementing technology transfer are
traced back to each national culture fundamental, mainly lie on dimensions of Collectivism and Power Distance;
and (2) strategic activities directly convincing Vietnamese staff behaviors and addressing the mindset of
Japanese and Vietnamese staff were taken to minimize the above differences. This study proposes the working
framework towards hybrid corporate culture that flexibly incorporates local practices while maintaining core
Japanese management. It can help achieve efficiently technology transfer performance for Japanese firms doing
business in developing countries, especially Vietnam.

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