Cultural Factors Affecting the Choice of Team-Management Strategy in International Automotive Companies within home and host Market: The Example of Toyota Motor in China and Japan

Nowadays, there are appear more and more international companies operating in several countries from day to day. All of them have their headquarters in one country and subsidiaries in different parts of the world. Many of them establish subsidiaries in such countries, where cultural background is absolutely different in comparison to the home country. Besides, every company is willing to establish strong team management system, despite cultural factors, which may play a role in the way employees perceive information. However, there is a gap in terms of analysis of team management strategies from the point of view of international companies, which have to adopt their strategy according to the needs and wills of one particular market, as well as take into account specifics of employees cultural peculiarities, which influence people’s behavior, perception, attitude, which we are going to cover in our study. This brings us to the relevance of the following research is that practical outcome of the study is applicable for the managers of international companies with their subsidiaries in different states, where it might be helpful to take into consideration cultural differences in order to establish strong management communication strategy within the company. Methodology applied for the current research: critical analysis of the previous studies on the topic, quantitative and qualitative analysis of statistical and numerical data, case study, and comparative analysis of the statistical and numerical data gathered in analytical part. Practical outcomes of the research is due to its managerial application for managers of international companies, which have to implement tem managemnet strategies of the compny in its subsidiaries in different countries.