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Under the circumstances, a Japanese company should engage in a joint venture that allows for considerable control on the part of the managing, local entity in Sweden for day-to-day human resource activities. If a Japanese manager expects Swedish employees to act Japanese, and to obey organizational protocols without question, he or she is setting the agreement up for failure.
When designing an organizational structure to take advantage of international opportunities, the culture and the government structure of the nation are two essential components to consider: Sweden, for example, tends to have a very worker-friendly culture, with heavily subsidized child care, nationalized healthcare, and generous benefits such as pensions and sick leave. While Japan also manifests many of these features, it also depends on a high level of personal worker sacrifice to function. In Japan, an individual's identity is linked to his or her social role in relation to corporate employment. In Sweden, this is not the case. Sweden also has a much more gender-equitable workplace, while Japanese workplace leadership still...
The Japanese company cannot 'micromanage' the Swedish company, given the different level of expectations the Swedish employees are likely bringing to the workplace. Being able to 'let go' of some control and allowing local managers to have considerable autonomy in the manner in which they oversee and motivate workers is an essential part of truly creating a firm that is "being global and acting local?"
References
Business culture in Sweden. (2010). Business Culture. Retrieved October 17, 2010 at http://www.sverigeturism.se/smorgasbord/smorgasbord/industry/business/culture.html
The Japanese company in Japan's culture. (2009). Japanese business culture.
Retrieved October 17, 2010 at http://www.venturejapan.com/japan-business-culture-company.htm
Joint ventures: Overview. (2010, August 19). Cornell Law. Retrieved October 17, 2010 at http://topics.law.cornell.edu/wex/Joint_venture
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