Scenario:
Mazda and Chrysler faced similar threat of bankruptcy in early 1980s. Mazda's managers agreed to a 25% salary cut and a loss of bonuses for four years. Chrysler, in contrast, cut its blue-collar workforce by 28%, its white-collar staff by 7% and its senior executives pay by 2%.
Explain the starkly different approaches of Mazda and Chrysler in light of International HR strategies?
Compare the cultural differences prevalent in America and Japan that may have influenced the decisions taken at Mazda and Chrysler.