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The adoption and diffusion of high-performance management: lessons from Japanese multinationals in the West

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  • Peter B. Doeringer
  • Edward Lorenz
  • David G. Terkla

Abstract

This paper draws on surveys and case studies of management practices in Japanese transplants in the US, the UK and France to study possible impediments to introducing high-performance work practices. It shows significant national differences in the adoption of specific practices and in their clustering. While the exercise of power by labour and management and public policy result in nationally specific hybrid arrangements, the results demonstrate a common pattern in types of traditional practices that survive and of Japanese practices transferred. The most commonly adopted practices (such as teamwork and quality circles) relate directly to management interests in productive efficiency, while the retained traditional practices most often relate to worker compensation and internal labour market structures. National industrial relations systems appear to be important in the balancing of efficiency gains for managers and economic benefits for workers. Copyright 2003, Oxford University Press.

Suggested Citation

  • Peter B. Doeringer & Edward Lorenz & David G. Terkla, 2003. "The adoption and diffusion of high-performance management: lessons from Japanese multinationals in the West," Cambridge Journal of Economics, Cambridge Political Economy Society, vol. 27(2), pages 265-286, March.
    • Handle: RePEc:oup:cambje:v:27:y:2003:i:2:p:265-286
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    Cited by:

    1. Mark Anner, 2018. "CSR Participation Committees, Wildcat Strikes and the Sourcing Squeeze in Global Supply Chains," British Journal of Industrial Relations, London School of Economics, vol. 56(1), pages 75-98, March.
    2. Arjan B. Keizer, 2008. "Non-regular employment in Japan: continued and renewed dualities," Work, Employment & Society, British Sociological Association, vol. 22(3), pages 407-425, September.
    3. Peter B. Doeringer & Pacey Foster & Stephan Manning & David Terkla, 2013. "Project-based industries and craft-like production: structure, location and performance," Chapters, in: Frank Giarratani & Geoffrey J.D. Hewings & Philip McCann (ed.), Handbook of Industry Studies and Economic Geography, chapter 4, pages 99-151, Edward Elgar Publishing.
    4. Zhongzhen Miao & Huanyong Ji, 2020. "Challenges to the Promotion of Employee-Driven Innovation in State-Owned Enterprises: Two Cases from the Automotive Sector in China," Sustainability, MDPI, vol. 12(6), pages 1-16, March.
    5. Nathalie Greenan & Edward Lorenz, 2009. "Learning Organisations: the importance of work organisation for innovation," Working Papers halshs-01376968, HAL.
    6. Nicola Lacetera & Justin R. Sydnor, 2012. "Would You Buy a Honda Made in the U.S.? The Impact of Production Location on Manufacturing Quality," NBER Working Papers 18005, National Bureau of Economic Research, Inc.
    7. Arjan Keizer, 2011. "Flexibility in Japanese internal labour markets: The introduction of performance-related pay," Asia Pacific Journal of Management, Springer, vol. 28(3), pages 573-594, September.
    8. Stefano Dughera, 2020. "Skills, preferences and rights: evolutionary complementarities in labor organization," Journal of Evolutionary Economics, Springer, vol. 30(3), pages 843-866, July.

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