Advertisement

Transfer of Japanese-style management to the Czech Republic: the case of Japanese manufacturing firms

  • Kaoru NatsudaEmail author
  • Jan Sýkora
  • Jiří Blažek
Original Paper
  • 23 Downloads

Abstract

This study examines the level of application of Japanese-style management to the Czech Republic from the perspective of hybridization, by employing a survey of Japanese manufacturing firms based in this country. The survey reveals that the Japanese system of production control is strictly enforced, while work organization, labour relations and group consciousness have been—despite targeted practices used by Japanese companies to facilitate application of the Japanese system—largely adapted to the local conditions. Furthermore, this study identifies the transitional process from relying upon Japanese expatriates towards engaging local human resources in the parent-subsidiary relationship. In addition, even though the Japanese-style procurement method is applied with a large number of local suppliers, the local content ratio nevertheless remains relatively low in the Czech Republic. Overall, Japanese manufacturing firms, via their vigorous effort to transfer their distinctive management style, are challenging European business practices and Czech socio-cultural traditions, even though the level of hybridization is strongly variegated according to particular management spheres.

JEL classification

M16 International Business Administration 

Notes

Acknowledgments

We should like to thank the Japanese Chamber of Commerce and Industry in the Czech Republic, JETRO Prague Office, all Japanese manufacturing firms in the Czech Republic (with special thanks to ACZ, Aisin, Daikin, TPCA, and TRCZ for the permission to use the corporate name) that supported our study, and the Japan Society for the Promotion of Science (KAKENHI Grant No. 15K03496) for research finance. We are also grateful to two anonymous referees for very helpful comments, although the usual disclaimer applies.

Supplementary material

10308_2019_534_MOESM1_ESM.docx (59 kb)
ESM 1 (DOCX 58 kb)

References

  1. Abegglen J (1958) The Japanese factory: aspects of its social organization. Free Press, New YorkGoogle Scholar
  2. Abo T (1994) Hybrid factory: the Japanese production system in the United States. Oxford University Press, New YorkGoogle Scholar
  3. Abo T (1998) Hybridization of the Japanese production system in North America, newly industrializing economies, South-East Asia, and Europe. In: Boyer et al (eds) Between imitation and innovation: the transfer and hybridization of production models in the international automotive industry. Oxford University Press, New York, pp 216–230Google Scholar
  4. Abo T (2015) Researching international transfer of the Japanese-style management and production system: hybrid factories in six continents. Asian Bus Manag 14(1):5–35CrossRefGoogle Scholar
  5. Abo T, Kumon H, Juhn W (2013) The Japanese hybrid factories in Africa, 2009-2010: an interim report (in Japanese). Akamon Manag Rev 12(12):795–840Google Scholar
  6. Boyer R (1998) Hybridization and model of production: geography, history, and theory. In: Boyer et al (eds) Between imitation and innovation: the transfer and hybridization of production models in the international automotive industry. Oxford University Press, Oxford, pp 23–55Google Scholar
  7. Dore R (1973) British factory – Japanese factory: the origins of national diversity in industrial relations. University of California Press, BerkeleyGoogle Scholar
  8. Drahokoupil J (2009) Globalization and the state in Central and Eastern Europe: the politics of foreign direct investment. Routledge, LondonGoogle Scholar
  9. Elger T, Smith C (1994) Global Japanization? The transnational transformation of the labour process. Routledge, LondonGoogle Scholar
  10. Fukuda J (1988) Japanese-style management transferred: the experience of East Asia. Routledge, LondonGoogle Scholar
  11. Gamble J (2010) Transferring organizational practices and the dynamics of hybridization: Japanese retail multinationals in China. J Manag Stud 47(4):705–732CrossRefGoogle Scholar
  12. Gill R, Wong A (1998) The cross-cultural transfer of management practice: the case of Japanese human resource management practices in Singapore. Int J Hum Resour Manag 9(1):116–135CrossRefGoogle Scholar
  13. Giroud A (2015) Abo’s ‘application-adaptation (hybrid) model’: a commentary. Asian Bus Manag 14(1):37–42CrossRefGoogle Scholar
  14. Gong Y (2003) Subsidiary staffing in multinational enterprises: agency, resources, and performance. Acad Manag 46(6):728–739CrossRefGoogle Scholar
  15. Imai M (1986) Kaizen: the key to Japan’s competitive success. McGraw-Hill, New YorkGoogle Scholar
  16. Ishida H (1981) Human resources management in overseas Japanese firms. Jpn Econ Stud 10(1):53–81CrossRefGoogle Scholar
  17. Kenney M, Florida R (1993) Beyond mass production: the Japanese system and its transfer to the U.S. Oxford University Press, New YorkGoogle Scholar
  18. Kumon H, Abo T (2004) The hybrid factory in Europe: the Japanese management and production system transferred. Palgrave Macmillan, BasingstokeCrossRefGoogle Scholar
  19. Liker J, Fruin M, Adler P (1999) Remade in America: transplanting and transforming Japanese management systems. Oxford University Press, New YorkGoogle Scholar
  20. Majek T, Hayter R (2008) Hybrid branch plants: Japanese lean production in Poland’s automobile industry. Econ Geogr 84(3):333–358CrossRefGoogle Scholar
  21. Ohno T (1988) Toyota production system: beyond large-scale production. Productivity Press, PortlandGoogle Scholar
  22. Olenjniczak T, Itohisa M (2017) Hybridization revised: new insights from the evolutionary approach. J Manag Bus Adm, Centr Eur 25(2):43–62Google Scholar
  23. Oliver N, Wilkinson B (1988) The Japanization of British industry. Basil Blackwell, OxfordGoogle Scholar
  24. Pavlínek P (2004) Regional development implications of foreign direct investment in Central Europe. Eur Urban Reg Stud 11(1):47–70CrossRefGoogle Scholar
  25. Pudelko M (2009) The end of Japanese-style management? Long Range Plan 42(4):439–462CrossRefGoogle Scholar
  26. Schlunze R (2002) Locational adjustment of Japanese management in Europe. Asian Bus Manag 1(2):267–283CrossRefGoogle Scholar
  27. Schonberger R (1982) The transfer of Japanese manufacturing management approaches to U.S. industry. Acad Manag Rev 7(3):479–487Google Scholar
  28. Strange R, Kawai N (2015) The past, present and future of the hybrid factory: lessons from the study of the management of Japanese MNEs overseas. Asian Bus Manag 14(1):43–51CrossRefGoogle Scholar
  29. Takeuchi N (2009) How Japanese manufacturing firms align their human resource policies with business strategies: testing a contingency performance prediction in a Japanese context. Int J Hum Resour Manag 20(1):34–56CrossRefGoogle Scholar
  30. Tsurumi Y (1976) The Japanese are coming: a multinational interaction of firms and politics. Ballinger Publishing, CambridgeGoogle Scholar
  31. Turnbull P (1986) The ‘Japanisation’ of production and industrial relations at Lucas. Ind Relat J 17(3):193–206CrossRefGoogle Scholar
  32. Womack J, Jones D, Roos D (1990) The machine that changed the world. In: Rawson Associates. Simon & Schuster, New YorkGoogle Scholar
  33. World Economic Forum (2016) The global competitiveness report 2016–2017. World Economic Forum, GenevaGoogle Scholar
  34. Yokozawa K, Steenhuis HJ & de Bruijn EJ (2012) Factors affecting international transfer of kaizen. Oper Supply Chain Manag 5(1): 1–13Google Scholar
  35. Yoshino M (1976) Japan’s multinational enterprises. Harvard University Press, CambridgeCrossRefGoogle Scholar

Copyright information

© Springer-Verlag GmbH Germany, part of Springer Nature 2019

Authors and Affiliations

  1. 1.College of International ManagementRitsumeikan Asia Pacific UniversityBeppuJapan
  2. 2.Institute of East Asian StudiesCharles UniversityPragueCzech Republic
  3. 3.Department of Social Geography and Regional DevelopmentCharles UniversityPragueCzech Republic

Personalised recommendations