A Comparative Study of Application-Adaptation of Japanese Production System at Auto Subsidiaries in Developing Countries: Nissan and GM in South Africa, Egypt and Mexico

Résumé:

In the 1980s and even some part of the 1990s, perceived and real differences between Japanese socio-cultural, institutional and economic environment and that of the countries experiencing a wave of Japanese foreign direct investment (FDI) led to a plethora of academic research. At first, the main focus of the research was to identify the distinct set of competitive core competence of Japanese companies transferred (hybrid) in foreign countries. Later, the focus shifted to analyze by building research models the process and character of the Japanese hybrids such as multi-functional skill training, quality control and just-in-time production systems amongst many others. What finally emerged from some of the most notable research efforts was to clarify the necessity of applying and adapting the Japanese style business practices to the managerial conditions in host countries (Kenny and Florida, 1993; Abo, 1994; Itagaki, 1997; Babson, 1998, among others).