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One of the characteristics of the Japanese management education has been the near absence of domestic MBA programmes on the one hand and the prevalence of in‐company education on the other. Yet many large companies have increasingly been sending their employees to overseas MBA programmes. The sudden emergence of part‐time MBA programmes in the late 1980s, which might have appeared to go some way to addressing this seeming paradox, has not in fact been the answer, since the benefits the businesses seek from the overseas MBA programmes are those which the domestic MBA programmes cannot provide. There is also a big gap between the aspirations of the MBAs and the corporate HRM reality. Examines the reasons behind the recent development, and explores the more general issues which the domestic MBA education is likely to encounter for some time, through the findings of the recent research and the experience of the Kobe University in this area.

I discuss Eleanor Westney’s significant contributions to the field of Japanese business studies in four regards. First, her genuine interest in Japan and her deep knowledge of Japan and its language drove her thorough investigation of Japanese business and management. Second, her disciplinary approach to Japanese business and society has added value to the studies of Japanese businesses by linking idiosyncratic phenomena to general sociological perspectives. Third, she played a bridging role, facilitating interactions between the Western and Japanese academic communities. Finally, she has been extremely positive, encouraging, and inspiring to people worldwide working in the field. Westney’s contribution to academia clearly reaches beyond the field of Japanese business studies and extends to the entire field of international business and R&D/innovation management.

This paper aims to identify problems caused by cultural differences between Japan and China that face supply chain managers by applying Japanese-style supply management practices within supply networks in China and present solutions to this problem.

A single, longitudinal case study conducting two waves of data collection (i.e. interviews and observation) plus the collection of much archival data was performed. It goes beyond the dyad by examining supply management of a Japanese company’s supply chain up to three tiers in China.

The four supply cultural differences between Japan and China, which caused the cultural clashes between JVCo and some of its suppliers were revealed and a model of adaptation of Japanese supply management to the Chinese business system was developed. Adaptation involves creating new supply management practices out of selective adaptation, innovation and change of existing Japanese and Chinese supply management practices rooted in different Japanese, Chinese and Western cultures. A list of organisational factors affecting the adaptation has also been provided.

Due to the adoption of a single case study method, caution should be given to generalising the findings to all Japanese firms.

The Japanese, Chinese and Western managers were provided with insights on how to mitigate the problems caused by cultural differences within supply relationships in China and some innovative ideas on how managers from all three cultures could blend the elements of the three cultures to form a hybrid culture and reduce cultural clashes.

This is one of the few attempts to study the transfer of Japanese supply management practice to China. Organizational theory (i.e. transfer of organizational practice and hybridization) is applied and provides a robust framework to explain the supply management practice. This study also answers the call for a global supplier relationship management paradigm.