Japan and South Korea are home to numerous multinational firms, particularly in highly globalized manufacturing industries such as automobiles and electronics. Both countries also have distinct business cultures and management systems which arguably lend strong competitiveness to their leading multinationals. However, the business activities of Japanese and Korean firms are increasingly being transferred to overseas locations, resulting in the need to attract, nurture and retain talent from all over the world.

How can firms with strong national roots manage their global human resources competently without giving up their home-grown competitive strengths? How can they effectively integrate managers who neither know the business cultures nor the languages of their firms’ home countries?