In the last decade, the economic sector began to study the management practices of Japanese companies, the principles of the culture and the possibilities of transferring them to European and North American companies.
In addition to Japan, in Asian countries organizational culture responds to a pattern of beliefs and expectations shared by the members of the organization, where these beliefs and expectations produce norms that powerfully shape the behavior of individuals and groups in the organization.
Consequently, in Asian companies the organizational culture contributes to the development and promotion of different values within the organization and its environment, in this sense, each of these companies has its own values developed by the culture they possess, which differentiate them from each other.
It is important to point out that according to the analysis of multiple researches developed on the relevant influence of the cultural variable within Asian organizations, it is essential to point out that the results of these studies reveal that cultural values made possible the successful establishment of several Asian companies, which have served as inspiration to motivate, establish a sense of self, fair, coherent, socially conscious and ethical, which leads to the achievement of goals and objectives established by the organizations.
The experience of Asian organizations is a tangible example that shows that organizational culture consists of establishing a series of cultural concepts that allow the organization to project its identity and recognition in those who compose it, who in turn, must have implicitly what they should and should not do for the organization together with the scopes, limitations or established norms that the members of the company must achieve, evidencing the significant spiritual sense.