Is Japan's economic strength rooted in its business discourse model?

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It is often said that Japan's cultural practices stand out as particularly interesting and/or unique. As Hofstede says, "Societies are historically, organically developed forms of social organization. Strictly speaking, the concept of a common culture applies to societies, not to nations." Despite the diverse origins and plural nature of Japanese society, Japan is often perceived as a monoethnic group with one language and one common culture. Whatever the complex nature through which Japanese culture has evolved, the Japanese people, numbering 127 million, have been living in a land area equivalent to 0.3% of the global landmass on an archipelago where approximately 67% of the country is mountainous, leaving little space for industries and dwellings. This crowding has fostered a rich sense of sharing and community. This mini state is the third largest national economy in the world in terms of GDP, the world's second largest developed economy, and the world's largest creditor with a surplus of over $3 trillion. How could this tiny state with a limited land area become such a strong economy? This paper will inquire into the secrets of Japan's economic strength from a business communication perspective, arguing that it is the cultural and communicative practices of the Japanese people that have helped it achieve its success. The paper will present the hypothesis that Japanese economic strength is based on a unique business discourse, itself rooted in particular cultural practices. This business discourse is focused on the widespread sharing of information within enterprises, leading to reductions in uncertainty, improved ability to assess risks, successful strategies regarding process technologies and market development, and big productivity improvements.

Is Japan's economic strength rooted in its business discourse model?

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