Jump to ContentJump to Main Navigation
Business Systems and Organizational CapabilitiesThe Institutional Structuring of Competitive Competences$
Users without a subscription are not able to see the full content.

Richard Whitley

Print publication date: 2007

Print ISBN-13: 9780199205172

Published to Oxford Scholarship Online: January 2008

DOI: 10.1093/acprof:oso/9780199205172.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 17 October 2019

The Changing Japanese Multinational: Application, Adaptation, and Learning in Car Manufacturing and Financial Services

The Changing Japanese Multinational: Application, Adaptation, and Learning in Car Manufacturing and Financial Services

Chapter:
(p.302) 12 The Changing Japanese Multinational: Application, Adaptation, and Learning in Car Manufacturing and Financial Services
Source:
Business Systems and Organizational Capabilities
Author(s):

Richard Whitley (Contributor Webpage)

Glenn Morgan (Contributor Webpage)

William Kelly

Diana Sharpe

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199205172.003.0012

This chapter examines how international managerial careers and attitudes are changing in Japanese companies in two different industries: car manufacturing and banking. This assessment is based on a series of interviews with Japanese and British managers working in Japanese firms in the UK, and with head office managers of these multinational companies (MNCs). It seems that Japanese car firms were primarily using expatriate managers to apply their domestically developed recipes to foreign subsidiaries, and then to transmit new information about plant operations to Japan to improve them. They were not, however, encouraging them to develop novel kinds of capabilities in diverse environments that could lead to the adaptation of the basic business recipe. In the case of Japanese banking, the central position of the City and Long-term Credit banks in the domestic business system, together with their largely domestic client-driven internationalization in the 1970s and 1980s, limited their adaptation to, and learning from, foreign operations. The changed conditions of the 1990s have mostly resulted in a retreat to traditional customers and sources of competitive advantage, i.e., their knowledge of, and centrality to, the domestic business system, and so foreign subsidiaries are greatly subordinated to domestic decisions and routines.

Keywords:   international managerial careers, Japanese companies, car manufacturing, banking, MNC

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .