Emiko Kobayashi

workplace deviance in japan: applying an extended model of deterrence

We test an extended deterrence model in a Japanese workplace setting. In addition to formal punishments imposed by managerial authorities, employees contemplating rule violation are assumed to take into account the certainty and severity of two other types of punishment - socially-imposed embarrassment and self-imposed shame. All three threats are proposed to be deterrents to employee noncompliance with organizational rules. Previous studies using this theory, all of which have been conducted in the United States, find that shame is a stronger deterrent to deviance than is embarrassment. Drawing on previous discussions of cultural differences between Japan and the United States, we develop a rationale for predicting that the effect of embarrassment will be stronger in a sample of Japanese than in previous samples of Americans. In fact, the results from the Japanese sample concerning the relative importance of shame and embarrassments as inhibitors of deviance are remarkably similar to previous results from American samples. Implications of this finding are considered for the debate concerning whether deviance results primarily from factors internal or external to the individual.

A Culturally Nuanced Test of Gottfredson and Hirschi’s ‘‘General Theory’’: Dimensionality and Generalizability in Japan and the United States

The current research addresses two specific issues that direct attention to the relatively neglected topic of the cross-cultural applicability of Gottfredson and Hirschi’s ‘‘general theory’’ that has been developed in and tested primarily in the United States. With theoretical and empirical guidance from the literature on dimensionality of low self-control, we first predict that the six elements identified in the theory form a multidimensional latent construct in two diverse societies—Japan and the United States. Drawing on the literature concerning cultural variability in individualism, and inconsistent with self-control theory, the authors then expect that although low self-control leads to deviance in both societies, the causal relationship is stronger among Americans than among Japanese. Analysis of identical survey data collected simultaneously from college students in Japan and the United States provides somewhat mixed support for our expectations and the findings appear largely consistent with predictions by self-control theory.

Gender and Deviance: A Comparison of College Students in Japan and the United States

Although evidence abounds in American criminology that young males are more prone to deviance than females, relatively little is known about the magnitude of the gender gap in deviance across cultures. Drawing on the literature concerning “risk taking” in power-control theory and on theory and research concerning cultural variability in “uncertainty avoidance,” we offer a rationale for predicting that the gender differences in levels of deviance are less among Japanese youth than Americans. Among Japanese, the level of male deviance should be closer to that of females because “uncertainty avoidance” is a strong component of Japanese culture that affects socialization of both males and females. Analysis of identical survey data from college students in Japan and the United States provides strong support for our argument.

Differences in Individualistic and Collectivistic Tendencies among College Students in Japan and the United States

It is a worldwide stereotype that Japanese, compared to Americans, are oriented more toward collectivism. But this stereotypical notion of more collectivism among Japanese, which typically stems from a view that individualism and collectivism stand at opposite ends of a continuum, has been filled with dashed empirical findings, especially in a sample of college students. In the current study, following the view that individualism and collectivism are two separate concepts rather than one with two extremes, we test and compare both individualistic and collectivistic tendencies among college students in Japan and the United States. A review of theories and research on this dimension of cultural variability across the two diverse cultures and the literature on societal pressure of collectivity and on parents as primary socialization agents of culturally expected values lead to two hypotheses: 1) Japanese college students tend less toward individualism than do Americans, and 2) Japanese college students tend less toward collectivism than do Americans. Analysis of identical survey data from college students in Japan and in the United States provides strong support for both hypotheses.

Bond to Society, Collectivism, and Conformity: A Comparative Study of Japanese and American College Students.

An argument is developed that the purported collectivism in Japanese society generates stronger social bonds in Japan than in the more individualistic United States, which might then explain the lower level of deviance often found in Japan. We test this using survey data from samples of Japanese and American college students on measures of deviance and social bonds. Results indicate that Japanese students engage in significantly less deviance than Americans, and although variables from Hirschis (1969) social control theory behave similarly across cultures as predictors of deviance, the theory failed to account for the lower level of deviance among Japanese.

Attitude Transference and Deviant Behavior: A Comparative Study in Japan and the United States

Attitude transference is the term that has come to be used to refer to a key process by which ones personal attitudes approving or disapproving of certain behavior reflect those of his or her primary groups and in turn affect his or her conforming or deviant behavior. Cross-cultural comparisons on this and other issues afforded by previous studies, however, have been limited primarily to examining findings that have used different samples and instructions. Drawing on previous literature on cultural variability in individualism, the present study directly tests the hypotheses that although attitude transference operates similarly across cultures, the effects of parental and peer attitudes toward deviance on ones own attitudes should be weaker and stronger, respectively, in Japan compared to the United States. The analysis of identical survey data from college students in the two societies provides mixed support for the hypotheses.

Differences in Perceived Levels of Informal Punishments for Noncompliance and Rewards for Compliance: A Comparison of Japanese and American Workers

The current article integrates differential association/social learning theory into Grasmicks extended deterrence theory to propose that rational actors, in deciding whether or not to comply with workplace rules, should be expected to consider not only costs of noncompliance but also rewards of compliance. The cultural differences in perceived levels of informal punishment threats of shame and embarrassment for the rule violations and informal rewards of pride and praise for the rule conformity are then examined in merged samples of employees in Japanese and U.S. hospitals. Consistent with the prediction, these punishment threats and rewards are perceived to be higher and lower, respectively, among Japanese employees than among Americans.

The Deterrent Effects of Punishments for Noncompliance and Rewards for Compliance: A Comparison of Hospital Employees in Japan and the United States

ABSTRACT We integrate social learning theory into Grasmick’s extended model of deterrence to propose that rational actors, in their decision of workplace deviance, consider not only possible costs of noncompliance but possible rewards of compliance. A review of the literature on cultural differences between Japan and the United States leads to the hypotheses that although perceived costs of noncompliance and rewards of compliance operate as deterrents across the two cultures, the deterrent effects of the costs and rewards are stronger and weaker, respectively, in Japan than the U.S. Analysis of survey data from hospital employees provides mixed support for our arguments.