The implementation process and the look east policy: embracing work culture ethics (the good, the bad and the doable)

Abstract

This paper examines the Look East Policy (LEP) using the framework of policy implementation. The focus of this article only discusses Japan as the look east model. This article argues that LEP is a political agenda that could only be realized with a strong central leadership because of a few factors including resource scarcity, colonial sentiment, pluralistic and traditional society, and political mileage to the ruling party. The top down theoretical framework provides ways of understanding reasons for LEP to be implemented in such a way. Intensive interviews are conducted to 30 respondents from various organizations with similar criteria that possess experiences such as studying, living, working, cooperating, collaborating with Japanese counterparts. Themes are developed based on sequential fashions occur in the narrative interviews' transcriptions. This study shares respondent opinions and experiences and it reports them as they are. The findings show that LEP top down policy approach contributes to policy advantages and disadvantages to the state. The former is more essential and its authoritative nature helps enforce a better work culture and ethics in organizations, individuals' lives, and an effort to establish a strong industrialized state.