This major new text combines theory and practice in a study of the effect of cultural conditioning on competitive business strategy. It compares Japanese management strategies to the Anglo-American approach and looks at the debates concerning upskilling, deskilling, investment appraisal, performance measurement etc. Case studies are used throughout to illustrate the theory and the subject matter pays particular attention to financial services, manufacturing industries and the public sector. Throughout, attention is paid to the implications of the main issues for organisational change.