The technology transfer of Japanese enterprises has not been highly valued to the present in China. One reason is that the foreign market entry strategy of Japanese enterprises is different from that of European and American enterprises, another is that the understanding on the Chinese side concerning the transfer of high-engineering technology, which is characterized by way of OJT (on the job-training) that merges the individual and the organization, has not deepened yet. In connection with this, the Japanese enterprises in China have to face the problem of the personalization of knowledge when implementing technology transfer and human development. In comparison with the high context society in Japan, Chinese society lays between a high context and a low context society. In China, that differs from Japan, that has a consciousness of belonging like not letting in the personal side (I, watakushi) as a part of the institution (public, ooyake), importance is given to the network of personal relations, the institution (kou) as a connection element is easily linked with the individual (shi) and the behavioral patterns of the people is related more and more to the ego. The people who gave up the security of the state's work unit system and began working at foreign enterprises are sensitive to income, and younger people have a strong preference for European and American enterprises. Dealing with the personalization of knowledge and know-how and engaging in making knowledge and know-how to be explicit knowledge, there have appeared enterprises that proceed technology transfer well by introducing a clear assessment and a judgment system lying in individual management, and being successful in improving. In order to promote the activity and personality of Chinese employees, there are also enterprises that improve the productivity by meeting the challenge of building an organization and a system of treating personal affairs that applies to the locality.
The Japanese enterprises entering foreign countries that carry a core competence of common sharing of knowledge which helped the creation of knowledge are also demanded in the labor system, to separate from the homeland-centered way and for a ability to approach to the environmental variety of another culture. In the organization of enterprises that enter foreign countries, the top management, by becoming familiar with heterogeneous local environment, presents a parameter for the organization in general. Applying this method, the commitment of the local middle managers is promoted, they become agents who connect the strategy information from the top with the local micro information. The lower workers get involved in this process, and the transformation and common sharing of knowledge, and finally the creation of knowledge can be realized.
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