Tetsuji Kawamura (ed.)
- Published in print:
- 2011
- Published Online:
- April 2015
- ISBN:
- 9780195311969
- eISBN:
- 9780190258528
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:osobl/9780195311969.001.0001
- Subject:
- Business and Management, Innovation
Since the early 1980s, Japanese firms have massively globalized their production operations and have shown superb competitive powers in global markets. This meant, however, they had to establish ...
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Since the early 1980s, Japanese firms have massively globalized their production operations and have shown superb competitive powers in global markets. This meant, however, they had to establish their unique Japanese-style management and production system locally, taking into account different conditions in countries that had not originally nurtured their unique system. In each case, firms found ways to balance applications and adaptations, resulting in a hybridization of their management and production systems. These experiences abroad dictated changes to the traditional system—in order to retain its basic logic and competitiveness, the essentials of the system needed to be redefined. This book elucidates the real advantages and weaknesses of the Japanese-style management and production system (JMPS) in the United States and elsewhere in the globalized economy. To assess the success of the “hybridization” dynamics of JMPS abroad, an “hybrid-analysis” model was developed, which has been used successfully around the globe for decades, and has been recognized as a major research framework for elucidating the study of international transferability of management and production systems in general. In very concrete ways and attentive to regional differences, the book's hybrid-analysis methods identify which aspects of JMPS will inevitably change and which should be sustained.Less
Since the early 1980s, Japanese firms have massively globalized their production operations and have shown superb competitive powers in global markets. This meant, however, they had to establish their unique Japanese-style management and production system locally, taking into account different conditions in countries that had not originally nurtured their unique system. In each case, firms found ways to balance applications and adaptations, resulting in a hybridization of their management and production systems. These experiences abroad dictated changes to the traditional system—in order to retain its basic logic and competitiveness, the essentials of the system needed to be redefined. This book elucidates the real advantages and weaknesses of the Japanese-style management and production system (JMPS) in the United States and elsewhere in the globalized economy. To assess the success of the “hybridization” dynamics of JMPS abroad, an “hybrid-analysis” model was developed, which has been used successfully around the globe for decades, and has been recognized as a major research framework for elucidating the study of international transferability of management and production systems in general. In very concrete ways and attentive to regional differences, the book's hybrid-analysis methods identify which aspects of JMPS will inevitably change and which should be sustained.
