Chapter 5 – Discussion and Conclusion
5.7 Conclusion
The 1990s have brought changes in how Japanese business management is viewed. While concrete changes have been slow, Japan’s business practitioners are re-evaluating their system in light of the economic bubble bursting. There has been a growing awareness among the Japanese that there are limitations to their management system in a rapidly changing world. With the implementation of project management concepts from the West, its aims are to enhance business strategies by cutting down cost and achieving greater success in business development. Nevertheless, can this concept be adopted with all its tried and proven features in a country with a different background? This study examined the adoptability of project management practices in Japan.
This study investigated project management practices differences in implementing project management by project managers in two different countries, Japan and Singapore, based on a survey questionnaire of project management practitioners. It was hypothesized that the adoption of new Western project management methods is implemented differently across all countries. Two countries of different backgrounds have been used to conduct this study. The study showed differences in results for project management practices by project managers in Singapore and Japan. The study thereby concludes that different management practices influence the way project management is implemented. Differences were found with regards to the role of the project manager in decision making, staff empowerment, and accountability, with Japanese managers being largely coordinators while Singaporean managers assumed higher levels of responsibilities. Looking at characteristics of project managers also showed differences in age and gender with male and older managers dominating in Japan as well as their averseness to proper
project management training. From the study, the findings also revealed the existence of hesitation among Japanese organizations in recruiting employees externally to manage their businesses.
In conclusion, despite the rapidly moving global market forcing organizations to use every possible means to maintain their competitiveness, reservations have been observed in the introduction of new ways or concepts into an organization. This study has supported the notion that the process of change in human values and behaviors does not happen instantly. Apart from this, organizational culture as well as path dependency seems to have influenced the introduction of project management in both countries. The discussion has shown, however, that currently project practitioners in Japan as well as in Singapore want changes in project management practices with Japanese managers being stronger in their demands. In many ways they want to overcome the legacies of their previous management systems and thereby want to change the role of the project manager significantly.
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