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Solution
Q 1: (AC 1.1)
From Geert Hofstede’s cultural mapping research, major differences of UK and Japanese workplace cultures include power distance, individualism vs. collectivism, and uncertainty avoidance (Wale, 2025).
Power Distance: Whereas Japan has a higher power distance meaning hierarchical structures are respected and decisions often come from senior management, the UK, on other hand, has lower power distance which implies open manner, open dialogue and employee input as evidenced by Williams (2024). This may lead to uncertainty in the decision-making process.
Individualism vs. Collectivism: Japan is more collectivist, while the UK is individualistic, embraces personal achievement and views an individual as a more autonomous unit (Eisenberg, 2019). These approaches might reflect on integration differently; it may have different expectations on collaboration and performance.
Uncertainty Avoidance: Japan has a very high uncertainty avoidance and will want to follow detailed procedures and work on the long term while the UK is more flexible and more adaptable as evidenced by Wahl and Tabor Hartley (2011). Risk management and the changes made post takeover can become conflicting therefore.
Question 2(AC 1.2)
Employing people in an international context after the takeover will provide three key benefits:
Access to New Talent Pools: Recruitment of skilled researchers and production specialists will be possible by expanding operations to Japan, renowned for its robust pharmaceutical manufacturing industry (Spiritofsky1010, 2025). It can also improve the innovation and efficiency at the UK site.
Cross-Cultural Knowledge Sharing: Expatriating UK employees to Thailand and vice versa will foster knowledge exchange. The professionals have structured teamwork habit and can give efficient production techniques, UK employees can provide an expertise in autonomous decision making.
Market Expansion and Local Adaptation: Employing staffs from intenations contexts, Japaan staff will be used to tailor products for the Southeast Asian market to match regional regulations as well as to improve customer relationship and thus maintain global competitiveness post takeover.
Question 3 (AC 1.3)
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