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<p>This study examines how individualized employment practices—specifically idiosyncratic deals (i-deals)—generate moral tension when introduced into collectivist organizational contexts. Drawing on comparative qualitative data from five Japanese and Vietnamese organizations, we explore how the individualized logic of i-deals intersects with collectivist values of harmony, equality, and relational obligation. Our findings reveal that i-deals do not simply produce fairness concerns; instead they activate deeper moral struggles over what constitutes legitimate distinction in the workplace. We identify three organizational mechanisms that help reconcile this tension: (1) cultural framing that situates i-deals within shared moral narratives, (2) relational practices that re-embed individual benefits into collective purposes, and (3) institutional transparency that sustains trust across status boundaries. These mechanisms form a culturally grounded model of “moral channeling,” showing how organizations reinterpret individualization through collective ethics. This research contributes to i-deals theory, cross-cultural management, and organizational ethics by demonstrating how collectivist organizations in Asia navigate the moral complexity of individualization without eroding cooperative foundations.</p>

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When individualization meets collectivism: managing the moral tension of i-deals in Japanese and Vietnamese organizations

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年2月27日

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  • Yasuhiro Hattori,
  • Huong Mai Hoang,
  • Hue Thi Bich Nguyen,
  • Kyoko Yamazaki,
  • Trung Tuan Bui

摘要

This study examines how individualized employment practices—specifically idiosyncratic deals (i-deals)—generate moral tension when introduced into collectivist organizational contexts. Drawing on comparative qualitative data from five Japanese and Vietnamese organizations, we explore how the individualized logic of i-deals intersects with collectivist values of harmony, equality, and relational obligation. Our findings reveal that i-deals do not simply produce fairness concerns; instead they activate deeper moral struggles over what constitutes legitimate distinction in the workplace. We identify three organizational mechanisms that help reconcile this tension: (1) cultural framing that situates i-deals within shared moral narratives, (2) relational practices that re-embed individual benefits into collective purposes, and (3) institutional transparency that sustains trust across status boundaries. These mechanisms form a culturally grounded model of “moral channeling,” showing how organizations reinterpret individualization through collective ethics. This research contributes to i-deals theory, cross-cultural management, and organizational ethics by demonstrating how collectivist organizations in Asia navigate the moral complexity of individualization without eroding cooperative foundations.