Spring of 2016, Yogo Game

Spring of 2016, Yogo Game, Inc., a successful Japanese social media company, directed its US subsidiary to expand operations. Yogo Game America projected that it would need to triple its workforce by the end of 2017, which required that the US subsidiary decide whether to hire locals or expatriates and whether to adopt the company’s home culture of Japan or its adopted culture of the United States.
These decisions were complicated by the fast-paced, highly competitive gaming industry the subsidiary targeted. Employment in the high-tech sector had its own subculture within the broader US culture.
Geert Hofstede (as cited in Hofstede Insights, 2016) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from others’. The Hofstede model groups the values that distinguish cultures into six dimensions of national culture.

To prepare for this Assignment:
Review Chapter 2 of McFarlin and Sweeney (2018) and the case study, ‘Yogo Game: Strategy in the United States’, by Xiaohua et al. (2017).
https://services.hbsp.harvard.edu/api/courses/617330/items/W17311-PDF-ENG/sclinks/771cec63f67cb3d09d1d428ffa6b251f

Write a 750- to 1,000-word document in which you respond to the following:
Compare, contrast and apply Hofstede’s national cultural dimensions as they pertain to the Yogo Game case.
Briefly describe the significant differences in cultural values between Japan and the United States that could cause cultural conflicts or even misunderstandings within Yogo Game’s US subsidiary
Using Hofstede’s theories, discuss how the company can resolve the cultural differences between Japanese and American employees and succeed in the fast-growing social gaming industry?