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Recovering from SuccessInnovation and Technology Management in Japan$
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D. Hugh Whittaker and Robert E. Cole

Print publication date: 2006

Print ISBN-13: 9780199297320

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199297320.001.0001

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Hitachi's nascent ‘new production(ist)’ system

Hitachi's nascent ‘new production(ist)’ system

Chapter:
(p.199) 11 Hitachi's nascent ‘new production(ist)’ system
Source:
Recovering from Success
Author(s):

D. H. Whittaker (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199297320.003.0011

This chapter provides a case study of Hitachi's response to its first postwar loss in 1998, in the face of growing competitive challenges, and ‘large firm malaise’. It began with HRM reforms and an attempt to reshape employment relations, as well as organization and governance reforms. From 2001, MOT concepts were progressively introduced, through exploratory, strategic, and systemic stages. These attempted to combine technologies with new business models to develop areas of technology focus and develop management systems to mobilize more effectively and integrate group and external resources. The resulting blend of continuity and change is called a ‘new production(ist) system’.

Keywords:   Hitachi, restructuring, employment relations, HRM reforms, MOT concepts, new production(ist) system

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