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1. Analysis of the Movie
Gung Ho
Stephen Draughon
MKTG 3852
July 22, 2012

2. Table of Contents
Executive Summary........................................................................................................................ 3
Introduction..................................................................................................................................... 5
I. American and Japanese cultural values compared and contrasted.......................................... 5
A. Power Distance (PDI)....................................................................................................... 5
B. Uncertainty avoidance (UAI)........................................................................................... 6
C. Individualism versus collectivism (IDV) ......................................................................... 7
D. Masculinity versus femininity (MAS) ............................................................................. 8
E. Long-term versus short-term orientation (LTO).................................................................. 9
II. American and Japanese managerial practices impacted by cultural differences compared and
contrasted........................................................................................................................................ 9
A. Cultural values contributing to Japan’s Autocratic Leadership Style.............................. 9
B. Cultural values contributing to the United States’ Professional Leadership Style ........ 11
C. Cultural differences affecting Communication practices in multinational companies .. 13
D. Cultural values affecting Human Resource Management in Japanese and American
multinational companies ........................................................................................................... 14
Conclusion .................................................................................................................................... 15
Works Cited .................................................................................................................................. 16

3. Executive Summary
As Daisaku Ikeda said, “People can only live fully by helping others to live. When you
give life to friends you truly live. Cultures can only realize their further richness by honoring
other traditions. And only by respecting natural life can humanity continue to exist.” In the
movie “Gung Ho” we are shown exactly how our cultures can benefit from one another.
American and Japanese cultures are different in many aspects of our lives but we can also relate
to one another.
Hofstede’s five cultural value dimensions can be used to show how we relate to one
another. When it comes to four of the dimensions: power distance, uncertainty avoidance,
individualism vs. collectivism and lastly, long-term versus short-term orientation (LTO), our
cultures lie mostly on opposite sides of these dimensions. Much of the movie shows us how
these differences can really affect how we conduct business. For instance, Keaton questions why
the plant employees have to learn each job and why they can’t just do what they already do best,
Kazihiro said, “Every man learns every job, then no one is special.” Keaton replied, “You’re in
America now, we like to feel special.” Our business practices come from different back grounds
and not until we come to a mutual understanding, can we thrive as business partners.
The one dimension we are somewhat alike in is masculinity versus femininity (MAS).
We are both on the masculine side of this dimension but the United States is still individualistic
while Japan expresses the collectivism dimension, so there are differences. As Americans,
masculine describes a society that is competitive, has a desire to achieve, be heroic, assertive and

4. be rewarded materially for success. As for Japan, its approach is more team and consensus-
oriented rather than demonstrating individual assertiveness or competitiveness like American
societies. Keaton demonstrated the American masculine dimension in his speech to workers as
he tried to convince them they had to build 15,000 cars and they would be rewarded with a raise.
By relating the hard work to a win in the end, he called out their competitive spirit and desire to
win. This can be contrasted with Japan as demonstrated by a modest, cooperative Kazihiro at the
welcome ceremony when he and his family arrived in Hadleyville. He addressed the crowd
saying he was not a good speaker and credited Keaton (Hunt) for the opening of the factory. He
made Keaton the hero and minimized his own efforts, which is traditional in Japanese culture.
American and Japan’s managerial practices are impacted by many cultural differences
ranging from our professional leadership style to Japan’s autocratic style. These cultural
differences can affect communication practices in multinational companies along with human
resource management in Japan and America. The ability to implement effective communicate
practices in multinational companies may be hindered by cultural values. Their presence of
multinational companies is growing, and along with it, the need to identify and establish new
human resource management roles. The challenges presented from these changes need to be
addressed because they are what will set us up for the future to come.
Using Hofstede’s framework of the five cultural value dimensions and associated
research on managerial practices in multinational organizations, it is easy to see massive
differences exist between Japanese and American societies. The movie Gung Ho made them all
obvious, yet let the viewer can see how the dimensions are woven into a tapestry of life that
becomes who a person is, not just what their country’s cultural values are.

5. Introduction
As Daisaku Ikeda said, “People can only live fully by helping others to live. When you
give life to friends, you truly live. Cultures can only realize their further richness by honoring
other traditions. And only by respecting natural life can humanity continue to exist.” The movie
“Gung Ho” does a great job comparing and contrasting American and Japanese cultures. This
paper compares and contrasts American and Japanese cultural values by using Hofstede’s five
cultural value dimensions, and shows how managerial practices are impacted by those values as
depicted in the movie “Gung Ho.” (Daisaku Ikeda quotes)
I. American and Japanese cultural values in the movie “Gung Ho” compared and contrasted
using Hofstede’s five cultural value dimensions framework that focuses on group-level
constructs observable in societies or organizations (Research and VSM).
A. Power Distance (PDI)
A.1 Societies with a large degree of power distance accept a hierarchical order. Japan is an
example. Everyone has a certain place and it’s not questioned, nor does it need to be justified.
People in low power distance societies like the United States, try to equalize the distribution of
power and we demand justification for inequalities of power. This dimension measures the
attitude of a culture towards the distribution of power (Hofstede, United States).
A.2 Movie example: In the beginning of the movie, Keaton stumbles into the Japanese
management training program for executives who are failing. Kazihiro is covered in ribbons of
shame, standing before top management pleading loudly for the opportunity to return to work
and promising to be a good manager from now on. When Keaton found out what the ribbons

6. represented, he leaned toward Kazihiro and whispered, “Maybe you should wear them on the
inside.” This is an automatic response from Americans who tend to try to take back control and
minimize the power of anything that demoralizes or puts them down rather than allowing
themself to remain in a position of blame and shame. American CEOs would simply fire a
manager who was failing at their job rather than spend weeks in a program to upgrade skills and
attitudes. Managers who are failing in the U.S. would quit rather than submit to that sort of
remediation training program (Keaton).
B. Uncertainty avoidance (UAI)
B.1 The UAI is an index that shows the degree to which society members feel uncomfortable
with the unknown, with ambiguity and unstructured situations. Japan scores very high on the
index which demonstrates the inability to handle uncertainty well. As a society, they are less
willing to take risks and are strongly motivated by security (Japan - Uncertainty Avoidance 2).
The U.S. scores 46 on this dimension which indicates society is “uncertainty accepting.”
American society tends to accept new ideas and has a willingness to try something new or
different in any area including technology and business practices and they don’t require a lot of
rules (Hofstede, United States).
B.2 Movie example: In the movie Gung Ho, Assan opened the factory on a trial basis to
determine the risk involved in permanently opening the facility. They set a goal of 15,000 cars
to be produced in a certain amount of time and tried to implement their company policy by
hiring/promoting Keaton to serve as liaison between the workers and Japanese management.
Uncertainty avoiding cultures try to minimize the possibility of such situations by implementing
strict laws and rules along with safety and security measures (Uncertainty Avoidance). In the
movie, the American workers clearly accepted the idea of Japanese management in the beginning

7. because it allowed them to work, take care of their families and lower the uncertainty
unemployment brings. The challenge was whether they could embrace all the rules and policies
that come with a management that has a high uncertainty avoidance index, such as Japan.
C. Individualism versus collectivism (IDV)
C.1 This dimension measures the degree of interdependence a society maintains among its
members and whether they define themselves as “I” or “we.” (Hofstede, United States)
Individualism is considered the high side and is demonstrated by a loosely-knit social framework
where individuals take care of themself and their immediate families. The United States is an
example. Japan, on the other hand, represents collectivism which is a tightly-knit society where
individuals are unquestioningly loyal and expect relatives or some group to look after them
(Hofstede, Dimensions).
C. 2 Movie example: When Keaton questions why the plant employees have to learn each job
and why they can’t just do what they already do best, Kazihiro said, “Every man learns every
job, then no one is special.” Keaton replied, “You’re in America now, we like to feel special.”
(Keaton) Another example from the movie that displays American individualism was the
commotion created in the scene where an American union leader more or less tries to dictate to a
group of union workers that they cannot go to work for Asssan at $8.75 an hour because it goes
against union policy. One worker jumps up and shouts out “who’s going to feed our families if
we don’t go to work?” One by one other workers shout out reasons why they should go to work
for and will go to work for Assan. In America, we have an individual responsibility to our
families to take care of them and that is expressed throughout our culture. It would be
unacceptable to Americans to allow a company or group to have that sort of power over their

8. lives. Japanese culture is different. It is a collective mentality. If you are loyal to the company,
they will take care of you and your family without question.
D. Masculinity versus femininity (MAS)
D. 1. The masculine side of this dimension describes a society, like America, that is
competitive, has a desire to achieve, be heroic, assertive and rewarded materially for success.
Japan is also a masculine society, but its approach is more team and consensus-oriented rather
than demonstrating individual assertiveness or competitiveness like American societies
(Hofstede, Dimensions).
D.2 Movie example: Keaton demonstrated the American masculine dimension in his speech
to workers as he tried to convince them they had to build 15,000 cars and they would be
rewarded with a raise. Even though he was not authorized to offer a raise if they met the quota,
he knew the workers would be motivated by the offer of being rewarded for their efforts and they
would be more apt to work hard. He threw in a sports story that the other workers remembered
from high school where he was the hero. He concluded by saying, “The game, boys, is won in
the 4th
quarter.” By relating the hard work to a win in the end, he called out their competitive
spirit and desire to win which translated into reaching the goal set by Assan management. This
can be contrasted with Japan’s more feminine orientation as demonstrated by a modest,
cooperative Kazihiro at the welcome ceremony when he and his family arrived in Hadleyville.
He addressed the crowd saying he was not a good speaker and he credited Keaton (Hunt) with
speaking so well to the board back in Japan that it made Assan want to come to the United States
and open the factory. He made Keaton the hero and minimized his own efforts, which is
traditional in Japanese culture (Keaton).

9. E. Long-term versus short-term orientation (LTO)
E.1 This dimension can be interpreted as dealing with society’s search for virtue and the
extent to which a society demonstrates a practical, future-oriented perspective or a conventional,
historical short-term view. Americans have a short-term orientation with a respect for traditions
and a focus on achieving quick results as evidenced by an emphasis on quarterly reports.
Societies with a long-term orientation, like Japan, adapt to changed conditions and persevere not
to make money every quarter, but to serve the people for generations to come (Hofstede, Japan)
(Hofstede, United States).
E.2 Movie example: In the movie, Gung Ho, Kazihiro told Keaton up front that the factory
may never open, which surprised Keaton who said, “I thought it was already open.” Keaton has
the American short-term orientation and assumed if people were hired, working and producing
products based on specific parameters which included a goal of producing 15,000 cars, there was
a company committed to staying in business. Kazihiro, with his long-term orientation of
creating a business that would serve its purpose for generations, knew that conditions had to be
right in a trial-run to even consider actually opening the business for a long-term venture
(Keaton).
II. American and Japanese managerial practices impacted by cultural differences compared and
contrasted using the movie Gung Ho.
A. Cultural values contributing to Japan’s Autocratic Leadership Style
A.1 As noted in section I, Japan is a high power society demonstrating collectivism. In the
movie, Kazihiro told Keaton “Team is what raised us from conquered to an economic power.
We are one, with one purpose. Individual worker has no value.” (Keaton) Japanese are accepting

10. and loyal to a hierarchical order and do not question its authority. Individual desires are not
considered. An individual’s only worth is the work they do. This was demonstrated when one
of the Japanese plant managers’ wife was in labor and Kazihiro told Sakamoto he wanted to go
be with his wife. Sakamoto then asked the manager if he wanted to go, but his look reminded
him that only the company mattered. The manager said he didn’t want to go.
A.2 The subservience of Japanese subsidiary managers in multinational companies to
corporate Japan is a demonstration of their hierarchical, high-power mindset that is focused on
the means rather than goals. Risk is avoided and work is pretty much the same every day. This
organizational dimension is closely connected with effectiveness. “In a means oriented culture
the key feature is the way in which work has to be carried out; people identify with the “how.”
(Hofstede, Organisational Culture Dimensions) This dimension was reflected in the movie by
Sakamoto’s cousin and his clipboard following Kazihiro around everywhere, questioning
everything. According to Kustin and Jones, Japanese subsidiaries located in North America are
influenced by overseas headquarters in Japan to a significant extent.” (Kustin and Jones)
A.3 Corporate Japan’s drive to have their team win against competitors or to produce
excellent products and services is an expression of their strong masculinity according to
Hofstede’s cultural dimension framework (Hofstede, Japan). This dimension is also a reflection
of their long-term orientation and desire to build companies that will serve their customers well
over generations. This concept was demonstrated in the movie during the baseball game and
also when a Japanese quality assurance inspector tried to impress better work habits on the
employees by telling them that in Japan, if a defective product was sold the workers were put to
shame. Contrast that with a reply by one of the American workers, “A defect is for the dealer to

11. worry about, every car can’t be perfect.” Americans don’t have the same long-term view since
our country is relatively new.
A.4 Japan shows a preference for an autocratic leadership style that values processes,
especially if the CEO’s are Japanese-educated, said Kustin and Jones (Kustin and Jones). This
may be a reflection of Hofstede’s uncertainty avoidance dimension since following strict
processes reduces risk. An autocratic leadership style also values consensus decision-making. A
humorous example from the movie for how ingrained Japanese management is in this sort of
decision-making centered on the moment when Kazihiro, as team leader, asked Keaton if he
would like to work for Assan as a liaison between management and workers and Keaton said, “Is
a frog’s ass water-tight?” After conferring with the rest of the management team Kazihiro
answered, “Yes, we believe it is.” According to Kustin and Jones “The autocratic style of
leadership is high on management involvement and low on employee involvement, highly
directive and results-oriented, characterized by one-way communication; centralized power; and
an expectation that employees follow orders and display obedience, loyalty and appreciation to
authority.” (Kustin and Jones)
B. Cultural values contributing to the United States’ Professional Leadership Style
B.1 As noted in Section I, the United States is a low power society demonstrating
individualism. In the movie, Keaton demonstrates how Americans tend to act in ways that
benefit the “I.” (Hofstede, United States) He went to Japan to try and convince Assan to take
over the plant in his home town to help himself as well as the other people in town. Another
example was when Keaton’s work friend was going to quit when he was fed up with the rules
rather than keep going to help meet the quota so everyone would benefit.

12. B.2 Subsidiary management of multinational companies also tends to be developed in ways
individual to the company rather than based in corporate headquarters. In the United States,
organizational culture tends to be goal-oriented rather than means oriented as it is in Japan. In
fact, a study cited in Leadership Styles in Competing Organizational Cultures states
“Organization’s culture derives from its leaders, and culture affects the development of its
leadership (Leon J. Schimmoeller, Leadership Styles in Competing Organizational Cultures,
Kravis Leadership Institute).
B.3 American workers have a need to self-actualize in their work and are happiest when
doing so. This was demonstrated in the movie by playing radios, dancing and smoking cigars
while doing their work. Waisfisz said, “In a goal oriented culture employees are primarily out to
achieve specific internal goals or results, even if these involve substantial risks; people identify
with the “what.” (Hofstede, Organisational Culture Dimensions) In Gung Ho, this goal-oriented
organizational dimension was demonstrated by the American worker ingenuity at the end when it
became obvious they were not going to meet the 15,000 car quota. At great risk, they went to
work building cars without regard to process, because their internal goal was to create a job for
themselves and to do that, they needed to meet the company target of 15,000 cars. They left out
engines, bolts, and even polished a non-existent windshield while talking to Sakamoto to try and
give the appearance that the goal had been met. These actions are a reflection of the high
Uncertainty Avoidance Index that demonstrates Americans are not adverse to risk-taking.
B.4 America demonstrates a Professional management style. According to Kustin and Jones
“The professional style is high on both management involvement and employee involvement,
characterized by meaningful involvement of both parties; a shared responsibility in achieving
employee goals by attaining organizational goals; an eclectic and contingency approach to

13. leadership; and an emphasis on two-way communication, openness, trust and personal growth.”
CEO’s educated in the United States clearly prefer a professional leadership style regardless of
whether they work in a Japanese or American subsidiary (Kustin and Jones).
C. Cultural differences affecting Communication practices in multinational companies
C.1 The ability to implement effective communicate practices in multinational companies
may be hindered by cultural values. Japan is a Hierarchical society in which status and prestige
are highly important and expected to be maintained at all costs. Social rank is communicated in
the depth of a bow, clothing, seating positions and even whether a chair has armrests or not.
Social order in Japan depends on everyone knowing their relative rank and avoiding anything
that threatens that order (Ferraro). In Gung Ho, when members of the Japanese management
team met Keaton they immediately offered him their business cards so he would know their rank
and position. Keaton had no clue this was considered important. Much of Japan’s non-verbal
communication and intricacies of status have evolved over long centuries and contributes to their
long-term orientation. The United States is an Egalitarian society that tends to downplay status
based, according to Ferraro, on our nation’s early history (Ferraro). When Americans moved to
the frontier they gave up much of the formality inherited from their European backgrounds and
focused instead on hard work and surviving. Their lives had no room for formal dress, speaking,
and refined manners, a sentiment still exists on various levels. In the United States, “informality
is a prerequisite for sincerity”, so the ultra-formalism in Japanese culture is not familiar or
understood by Americans, and the relaxed informality of typical American culture is not familiar
or understood by Japanese (Ferraro). The dissimilar cultural backgrounds need to be understood
by manages to ensure appropriate communication styles and channels can be developed.

14. D. Cultural values affecting Human Resource Management in Japanese and American
multinational companies
D.1 Japanese Human Resource Management (HRM) practices in multinational companies are
influenced by the cultural values of their society. The Japanese model of HRM is a human
capital model according to Ferner, based on multidimensional employment relations, social as
well as economic aspects, the predominance of internal labor markets, and a concern with
recruitment, selection, training and development (Ferner). This model is in line with their
relationship-based long-term orientation as defined by Hofstede. While the movie Gung Ho
didn’t get in-depth with Japanese HRM practices, it did touch on some aspects, such as the
practice of everyone exercising together in the morning before beginning work, and the ritual of
the executives spending time in the water together and their training program for failing
managers.
D.2 In U.S. multinational companies, HRM is an economic-contractual model according to
Ferner, “based on of hiring and firing, market wages, and high labor mobility with personnel
departments that have become legalistic bureaucracies applying formalized and standardized
personnel policies.” (Ferner) This model is in line with America’s profit-based short term
orientation as defined by Hofstede.
D.3 The presence of multinational companies is growing and along with it, the need to
identify and establish new human resource management roles. Farndale and Paauwe suggest
new roles are emerging with names like “effective influencer,” “process champion,”
“constructive fighting,” “guardian of culture” and “knowledge management champion.”
(Farndale and Paauwe)

15. Conclusion
Using Hofstede’s framework of the five cultural value dimensions and associated
research on managerial practices in multinational organizations, it is easy to see massive
differences exist between Japanese and American societies. The movie Gung Ho made them all
obvious, yet let the viewer can see how the dimensions are woven into a tapestry of life that
becomes who a person is, and not just what their country’s cultural values are. As portrayed in
the movie, developing personal multi-cultural relationships in the workplace seems to be what
ultimately shifts the clash of the cultures into a work culture that works. As Sakamoto said to
Keaton at the end with an expressionless face, “I like you, you make me laugh” and with a wave
of his hand toward the cars said, “15,000 cars. Quota met” even though he knew the team had
failed. Research indicates that human resource management is becoming a game-changing
partner in multinational companies rather than just a department to handle personnel issues.
With this trend, new positions are being created that bridge the gaps between cultural differences
which might have an effect in the workplace, over time, of establishing Hofstede’s latest
dimension, Indulgence versus Restraint. According to Hofstede, this 6th
dimension is essentially
the pursuit of happiness (Hofstede, Hofstede - example of the 6th dimension).

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