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When Japanese and Taiwanese companies sit at the same table, language is no longer the biggest barrier. Yet misalignments often emerge—in project pacing, decision-making processes, and even interdepartmental coordination. In recent years, it's become common for Taiwanese companies to expand into Japan, and for Japanese companies to scale operations in Taiwan. Both sides are no longer strangers.

As the role of Japanese companies in Taiwan shifts—from traditionally being offshore manufacturing hubs to evolving into service-oriented, market-driven, and regional operational centers—their talent strategies are now facing structural challenges. In recent years, the attractiveness of Japanese firms to Taiwanese talent has gradually declined, not merely due to decreasing salary competitiveness, but also because their organizational culture and governance models have lagged behind the pace of change in Taiwan’s workplace environment.

Do you truly understand what it means when someone says, “We’ll think about it”? “How do you feel about this proposal?” — “Hmm... Let me consider it.” You leave the meeting full of hope, only to hear nothing for a week, then two. What does that silence re

When Taiwanese companies engage in cross-border collaboration with their Japanese counterparts, they often encounter a puzzling situation: “For the same matter, why do Japanese companies require so many layers of reporting and multiple approvals?” In this