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Patterns of Control within Japanese Manufacturing Plants in China: Doubts about Japanization in Asia

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  • Bill Taylor

Abstract

There remains a paucity of research on Japanese investment in Asia, especially on Japanese management practices in China. The paper draws predominantly on interviews with Chinese managers in 31 Japanese wholly owned and joint‐venture manufacturing plants. In order to account for any differences in the perception of operations between Japanese and Chinese managers, interviews were conducted with Japanese managers in three case‐study plants. The purpose was to examine the structure and pattern of managerial control in different locations and industries, and with different patterns of share ownership, size and age of investments. The paper argues that the patterns of control in Japanese manufacturing investment in China are not unique, and as a consequence call into question much of the current conventional wisdom concerning the internationalization of Japanese management practices. Instead of Japanese seeking to maintain strong control over overseas plants and attain high degrees of ‘Japanization’ (a term used to indicate the dynamics of the transfer process), a complex and varied array of patterns of control are identified. On the one hand, production appears highly Japanized, but personnel management is not. On the other hand, Japanese multinationals make investment decisions that necessitate ceding a high degree of control to local managers. Moreover, it is shown that such ‘localization’ of control is willingly ceded, if not actively sought, by Japanese multinationals

Suggested Citation

  • Bill Taylor, 1999. "Patterns of Control within Japanese Manufacturing Plants in China: Doubts about Japanization in Asia," Journal of Management Studies, Wiley Blackwell, vol. 36(6), pages 853-873, November.
  • Handle: RePEc:bla:jomstd:v:36:y:1999:i:6:p:853-873
    DOI: 10.1111/1467-6486.00161
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    Cited by:

    1. Capelleras, Joan-Lluis & Mole, Kevin F., 2012. "How ‘buzz’ reduces uncertainty for new firm founders," MPRA Paper 38170, University Library of Munich, Germany.
    2. Sébastien Gand & Philippe Lefebvre & Jean-Claude Sardas, 2007. "Professional Service Firms confronted with management challenges: can democracy be an organizational solution? A case-study in a democratic consulting firm," Post-Print hal-00818099, HAL.
    3. Aidan R. Vining, 2003. "Internal Market Failure: A Framework for Diagnosing Firm Inefficiency," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 431-457, March.

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