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conomic impact of Confucianism, Hill (1995) argued that companies who practice its ethics of loyalty, trust and reciprocal obligations have gained competitive advantage through close ties and cooperation with other similarly practicing companies. Kallenberg and Lincoln (1990) agree that a traditional culture of group identification is contributes to company loyalty, benefiting an organisation by lowering employee turnover thus retaining an employee’s experience and knowledge and business contacts. 

On the other hand as with any form of change, abandoning traditional culture carries a certain degree of risk (Waddell, Cummings & Worley 2005). The very nature of culture, established from the values and norms of a society, means that in order to abandon a traditional culture a new one will be formed. “Under the veneer of modernism, deep cultural differences often remain” (Hill, 2007: 90), a company who abandons an aspect of traditional culture that still carries strong society support will be put at a disadvantage as the move creates resistance. Bovey and Hede (2001) discovered that it is human nature that change be met with resistance but it is argued that change such as abandoning traditional culture shouldn’t be detrimental to an organisation. Current employees will be mostly resistant to change however if managed well, managers now have the opportunity to re-educate current employees (Waddell & Sohal, 1998). Adoption of the new culture has its advantages by increasing the labor market to include those who value a move away from traditional culture and opening new opportunities that previously couldn’t be exploited under the traditional culture. 

In order to form a position on the question of whether companies like Matsushita should either preserve or abandon traditional culture it is necessary to explore the term ‘like Matsushita’ to distinguish the dilemma that is being faced by these companies. The Matsushita case (Hill, 2007) presented with a strong history of good business performance prior to the 1990’s which was attributed to its ability to retain employees by offering work and remuneration benefits that met the needs and expectations of the labor market at the time. It is suggested that during this 20 year profitable period the human resources (HR) practices that were put in place were at the forefront of HR options available in Japan at the time, it is suggested that they were establish on current culture derived from current norm and current values and not on the norms and values of society the previous 20 year before that. Until the 1990’s these practices were beneficial to Matsushita because they enabled the company to operate efficiently and effectively within its market. 

The question that now faces Matsushita is how to adapt to the needs of its stakeholders to secure the most talented individuals to drive the organisations goals and improve its current poor performance which has been attributed to its commitment to a traditional culture that is no longer effective. Therefore, companies ‘like Matsushita’ are not those who are Japanese, nor those operating in the consumer electronics market, or those experiencing solely poor performance. Companies ‘like Matsushita’ are those whose commitment to a traditional culture that no longer provides for stakeholders within its society is the primary cause of poor performa本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。