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Japanese Subsidiaries In Australia: Work Practices And Subcontracting Relations As Learning Mechanism

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  • STEPHEN NICHOLAS

    (Australian Centre for International of Melbourne, Parkville, Victoria 3101, Australia)

  • WILLIAM PURCELL

    (University of New South Wales and Nagoya University, Australia)

Abstract

This paper tests whether Japanese subsidiaries in Australia were learning organisations. Two strands of MNE theory are presented: dynamic capability and organisational learning models. Japanese MNEs transferred both work and subcontracting practices to their Australian subsidiaries. Statistical tests showed that there were no significant deepening in work practices or subcontracting relationships between 1993 and 1997. Our tests also revealed no long-term learning, measured by changes in work practices and subcontracting relationships for firms who had operated in Australia for more than 10 and less than 10 years. The paper advances explanations of the absence of short-term and long-term learning.

Suggested Citation

  • Stephen Nicholas & William Purcell, 2001. "Japanese Subsidiaries In Australia: Work Practices And Subcontracting Relations As Learning Mechanism," The Singapore Economic Review (SER), World Scientific Publishing Co. Pte. Ltd., vol. 46(01), pages 119-139.
    • Handle: RePEc:wsi:serxxx:v:46:y:2001:i:01:n:s0217590801000255
    DOI: 10.1142/S0217590801000255
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    Cited by:

    1. Bayari, Celal, 2011. "The Japanese Management and Production System in Australia Recruitment, Training and Bonus in Japanese Hybrid Factories," MPRA Paper 103683, University Library of Munich, Germany, revised 04 Aug 2011.
    2. Bayari, Celal, 2010. "Japanese Hybrid Factories in Australia: Analysing Labor Relations and Reflecting on the Work of Tetsuo Abo," MPRA Paper 101832, University Library of Munich, Germany, revised 01 Feb 2010.

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