Organisation vs. culture: Japanese automotive transplants in the US

Abstract

It has long been argued that the Japanese production organization is culture‐bound and therefore not transferable to other countries. This article examines seven major Japanese automobile assembly plants and over 270 Japanese automotive parts suppliers in the US. The successful transfer of Japanese work and production organization in these ‘transplants’ suggests that Japanese production practices are organizational forms which can be uncoupled from Japanese culture and transferred to other countries.

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