I would like to get help on some parts of my dissertation on the title: “THE STUDY OF CROSS-CULTURAL ADJUSTMENT OF JAPANESE EXPATRIATES IN MALAYSIA”. Introduction:-History of Japanese working abroad...

The Study of Cross-Cultural Adjustment of Japanese Expatriates in Malaysia
Table of Contents
1.    Introduction    3
2.    Literature Review    4
Earlier Study Reviews    4
Culture, Cultural Intelligence, and Cross-Cultural Adjustments    6
3.    Historical Overview of Cross-Cultural Adaptation Research    9
References    12
Introduction
Japan represents second largest in terms of economy and a powerful nation within the global context and sole country in South Asia to have economic growth much earlier and with development that can be comparable to Western countries (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). On account of higher levels of operating costs, like that of labour as well as production, having made numerous Japanese corporations to set up their respective manufacturing and other business operations, foreign branches, etc. abroad for purposes of being highly competitive and seek business growth. In this context, initial levels of investment from Japanese in Malaysia started during the year 1957 by way of joint venture-based establishment focussed on manufacturing textile (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). After the establishment of textile operations, the first investments in heavy industry by Japanese was the Malayawata Steel in Penang during the year 1961. The same represents joint venture in between government of Malaysia as well as Yawata Steel of Japan (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). During the year 1962, in addition to these, eight more joint ventures within the domain of manufacturing as well as processing was undertaken, and during the year 1969 the number increased with 46 different Japanese transnational companies being present in Malaysia (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). The economy of Malaysia had grown sufficiently well as well as has continued to attract significant foreign investments specifically in Japan.
The overall development concerning the corporations essentially resulted in the dispatching of the respective employees in the companies abroad (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). As per studies in this context at a general level, there seems to be three different reasons to dispatch expatriates across the relevant destination nations, that is, [1] for purposes of commencing the business operations (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010), [2] for the purposes of developing concerned business operations (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010), and [3] for performing the various tasks which has been entrusted to qualified / capable employees (Ng et al., 2015; Subramaniam et al., 2011; Ramalu et al., 2010). For the purposes of making sure the respective corporations abroad operate in a smooth as well as effective manner, headquarters at Japan in addition dispatch qualified employees abroad, and this also includes Malaysia, for purposes of overseeing the various affairs as well as the administration concerning the corporation (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010). These individuals who are identified and dispatched by concerned management shall in general be referred as global managers / expatriates who essentially work abroad as well as across completely different environment where there is diversity with respect to race, culture, language, as well as many such factors (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010). These expatriates shall be middle-class professionals as well as elites. The expatriates effectively undertake a critical role and the same is not just with respect to the respective countries / corporations, but in addition to destination countries like that of Malaysia (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010). The overall migration concerning Japanese expatriates for moving to Malaysia shall be usually on temporary basis, that is, with respect to specific periods like that of between three and five years as well as well what can be referred as migration shall be more to be compliant with the requirements, directives, and orders pertaining to concerned management (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010). It has also been noted that close to half million married Japanese actually live far apart from their respective families on account of the transfers to other branch where the same shall be much far to where they shall actually have resident (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010). Amongst majority of Japanese expatriates who live across Malaysia and are married, the notable fact is that they shall not bring families with them on account of varied factors and take examples, these factors concern the issues of children's education, differences with respect to cultures / traditions / environment / food (bin Ismail, 2013; Awais Bhatti et al., 2014; Fang et al., 2010).
Literature Review
Earlier Study Reviews
Some of the studies undertaken in this regard have focussed over the interconnection amongst the Japanese expatriates as well as their local colleagues across the ASEAN nations which includes Hong Kong, Thailand, Singapore, Philippines, Malaysia, and Indonesia (Onishi & Mondejar, 2011; Selmer & Lauring, 2015; Jyoti & Kour, 2017). These studies essentially focus over investigations concerning the stereotypes / mutual images by Japanese expatriates as well as local colleagues within the relevant Japanese Transnational organizations which operating in the said nations (Onishi & Mondejar, 2011; Selmer & Lauring, 2015; Jyoti & Kour, 2017). On the basis of survey data comprising Japanese expatriates (664 participants) as well as local managers (624 participants), overall comparison concerning each nation has been undertaken for assessing level concerning satisfaction with respect to specific elements like that of interaction, communication, as well as the respective perspective which are linked to Japanese expatriates as well as local managers (Onishi & Mondejar, 2011; Selmer & Lauring, 2015; Jyoti & Kour, 2017). These studies essentially summarize that the Japanese expatriates possess problems in terms of communications, making no efforts for knowing their respective local culture, in being exclusive as well as be solely concerned over returns of investment (“ROI”) to exceed goals established for relevant host country (Onishi & Mondejar, 2011; Selmer & Lauring, 2015; Jyoti & Kour, 2017).
The other studies in this context focus on the multicultural management (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017). It has been suggested that the overall development concerning the markets by way of mergers / acquisition / joint ventures, essentially working within multi-cultural organizations abroad, shall be highly effective in case concerning management at the companies shall be sensitive towards pertinent cultural matters (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017). Three varied cultures, that is, Arab culture Japanese culture, and American culture are widely studied for guiding the evaluation as well as focussing on management pertaining to cultural diversity (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017).
Other various studies in this context discuss over the questions pertaining to the communication of the expatriates (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017). They make argument over communications essentially improving and overall global contexts are increasingly shrinking starting from long time ago (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017). These studies conclude that for ensuring effective form of communication, the same shall be required to be on the basis of following set of factors encompassing [1] culture and the same shall encompass biggest element, and then followed with [2] company, [3] various characteristics, [4] methods, [5] time, and [6] discussions (Abdullah & Jin, 2015; Yamazaki & Kayes, 2010; Shin et al., 2017). While two sides comprising WE as well as THEY realize and understand the said six different fundamental elements, communications at an international context shall be much easier. Studies also formulate an understanding with respect to the culture of others being fundamental and...