A MODEL OF JAPANESE CORPORATE DECISION MAKING

This paper examines and challenges the embodiment of Japanese decision making in the term ‘ringi.’ A model for attaining decision consensus is developed from existing literature and validated through interviews with Japanese managers. The model incorporates interpersonal process mechanisms into a series of decision stages, from which consensus evolves. The model shows the decision process to be iterative, reverting to previous stages, until issues blocking consensus are resolved. From the behavior patterns identified in the Japanese decision process model, propositions are offered on the implications of western decision theories in Japanese organizations. The adoption of Japanese decision making into western organizations may be limited to the newer team‐based organizations.