Current thesis project aims both intercultural and strategic dimensions, as it vows to understand the foundation of the Japanese management and then evaluate any possibility of implementing their characteristics inside their subsidiaries working on the European business envronement. Since the 60s, the Japanese organization challenge remains to succeed on "transplanting their way of business" abroad. Even though there is no definition of the term “organizational practice”, we distinguish different inputs coming from contributions all reflecting routines, character, effective and efficient tools leading them to evolve over time, under the influence of the company (history, workforce, interests, and actions), and these characteristics will be implemented and internalized. Those practices can be both strategic when judged to be of strategic importance to the company; or paradoxical when the organization is able to reconcile contradictory values and illustrated in their ability to master the constraints. From the literature review conducted around the Japanese management system, it appears that there is no homogeneous set of management behaviors that can be labeled as "Japanese". Most of western research deals with the empirical delimitation of specific practices, their implementation in the western society and the extent to which they explain the economic success of their country. Few studies, also on Japanese work environment and organizational culture have been translated in English for further understanding, but most of them agreed to define it as a “jungle surrounded by three main essences : Long run planning horizon, commitment to lifetime employment and collective responsibility“.