I have been both. I worked for a Japanese company, for most of my career. My non-Japanese status, often meant that folks with clout would not look to me, for i

I have been both. I worked for a Japanese company, for most of my career. My non-Japanese status, often meant that folks with clout would not look to me, for input, when making strategies. Personally, I think that it was OK, for a lot of stuff, as I really wasn't a "native," when it came to corporate culture, but E.L.E. disastrous, in a couple of instances; namely, where they were dealing with American companies. They made critical mistakes, by not understanding the culture. But they did value me, and my team. They gave us work that was "corporate DNA" stuff. So secret, even our CEO didn't know about it. We had a very high level of trust, with Japan. Not sure the names the author gave to the two different approaches are ones that I would use.