The Impact of Japanese Management on Workers in the Indian Automotive Industry
Published: 2013
Author(s) Name: Clare Moonan |
Author(s) Affiliation: Senior Lecturer International Business Studies Sheffield Business School, Sheffield Hallam Univ., UK
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Abstract
Japan is now the 6th largest investor in the Indian automotive industry (Horn et al., 2010). This timely
paper will explore the transfer of Japanese management in this industry. It will also provide insight into
the development of Japanese management which has undergone major changes in the 21st Century whilst
demonstrating remarkable flexibility and resilience in the face of economic turbulence (Nakamura, 2004;
Abegglen, 2006; The Economist. 2007; Keizer, 2007 and Pudelko, 2009, Horn, 2012). From research
interviews conducted in India from 2011-13 with academics and managers in Indo-Japanese joint
ventures, it would appear that firms such as Toyota Kirloskar Motors (TKM) are entrepreneurial and
creative in the way that they have adapted to the introduction of Japanese management. Japanese firms
have also adapted well to India. The findings from this research may be used to train managers for Indian
assignments and to develop appropriate policies for their affiliates (Budhwar, 2009).
Keywords: Japanese Management; Indo-Japanese Joint Ventures and the Automotive Industry
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