This article reviews the practice of horenso (a mnemonic for hokoku/reporting, renraku/informing and sodan/consulting) – an under-documented Japanese communication methodology – at a Japanese-owned subsidiary in Thailand. It draws on a number of cultural theories to explore how horenso was influenced by the non-biculturality of individuals at a multinational corporation.
This article draws on first-hand interviews with staff of varying responsibilities at a multinational electronic components manufacturer, Spin-eTech (a pseudonym) to understand how horenso has been utilized and perceived at this Japanese-owned subsidiary in Thailand differently from its original form and traditional use at its headquarters in Japan. This was a targeted case that captured the real time communication difficulties at the workplace.
The themes of horenso's rationale, motivation, style of communication, use for problem solving, information reporting, relation to superiority and culture of communication emerged as prominent differences for how horenso was practiced at the Thai subsidiary.
Using the emic perspective of cultural understanding, insights are offered into the impact of non-biculturality within the Asia Pacific region on the practice of horenso to extant knowledge on the under-explored “eastern vs eastern” cultural differences.
