Abstract
<jats:p>Expatriation is a decades-old phenomenon used by multinational corporations for a range of objectives, including managing foreign operations, business development, starting new operations, and expanding networks. It is not reserved for Western companies; this practice is widespread. In an Asian context, the Japanese are noted for their ethnocentric staffing strategy, where senior positions in network subsidiaries are filled by Japanese nationals, who rely on expatriates to maintain a Japanese business philosophy overseas. This philosophy and culture are influenced by Shintoism, Confucianism, Buddhism, and Japan’s feudal history. Traditional elements such as the seniority principle, loyalty and obedience, lifelong employment, and job rotation remain present in today’s organisations, driving a culture not always appreciated by local staff. Management by Japanese expatriates has occasionally led to detrimental issues in overseas subsidiaries with local staff; however, preparation and expatriation strategies have evolved to yield better results. Japanese expatriates are thus deployed to maintain the unique character of the philosophy while adapting to local practices and engaging with local society and staff. The approach, though delicate, proves successful in accessing local embedded knowledge, enabling organisational learning, adaptations, and competitiveness in a volatile, multicultural industry. Amid ageing demographics, Japan diversifies expatriate practices by blending traditional long-term assignments with focused, extended, short-term, and frequent travel.</jats:p>