From Emotional Apprenticeship to Policy Critique: Rethinking Omotenashi through the Perspective of Okami’s in Japanese Ryokan Culture
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Abstract
This paper re-evaluates omotenashi in the context of human resource development (HRD) in Japanese traditional ryokan (inns), particularly the role of okami (the female proprietress) as a cultural and affective mentor. Based on a systematic review of 8 Japanese and international academic papers published between 2010 and 2024, along with three grey literatures, this paper utilizes the framework of PCC to explore how omotenashi is cultivated informally through training, observation, and affective labor.
The analysis reveals a tension between long-established emotional apprenticing and developing standardized training initiatives driven by national policy. Despite okami-focused training that is characterized by tacit knowledge, trust-based learning, and situational awareness, recent measures institutionalize behavior rubrics or certification kits. This paper adds to the literature on human resource practices in context by arguing that the attempt to formalize omotenashi risks depleting its authenticity and relational underpinnings.
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