The thesis extends the understanding of the constellations of logics in Japanse management practices in Asia and the West (Goodrick and Reay, 2011; Thornton et al., 2012). By adopting comparative ethnographic case studies, it explores cultural meanings of "family" corporation, market and religion logics in each subsidiary's site: Thailand, Taiwan, Belgium and the US. In doing so, this thesis contributes to the institutional logic approach in four ways. First, the finding that logics are culturally interpeted imposes a serious limitation on the institutional logic approach based on the analysis of Western society (Thornton et al., 2012). Secondly, the finding that Japanese "family" logics and Theravada Buddhism are strengthening each other directly supports the presupposition of amplificaion (Greenwood et al.,2010;2011). Third, the finding that the constellations of logics are ongoing and continuously formed in relation to geographical locations strongly questions "segmenting" (Goodrick and Reay, 2011). Finally, the finding that the boundaries of the organisation communities are not "segmented" to Japanese expatriates but constructed through actors' profiles raises the importance of actors' profiles (Suddaby et al., 2012).