Toyota’s supply chain: changing employee relations

Abstract

Examines the extent to which a major purchaser can affect company behaviour within those firms supplying to it. Eleven major UK suppliers to Toyota Motor Manufacturing UK were compared with other non‐supply chain companies to examine the extent to which new forms of customer‐supplier relationships are spreading within supply chain firms into wider aspects of organizational behaviour, as a direct consequence of close involvement. Toyota appear to affect supply firms’ communication patterns, employee relations, and approaches to problem solving directly.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 13 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.