Ekonomika a management
THE TOYOTA PRODUCTION SYSTEM – CZECH AND NIPPON CULTURAL PERSPECTIVES
Japanese companies are considered a benchmark from various perspectives in the realm of business and management. Their foreign direct investments (FDI) have been considerable over the last decades in Central Europe. Multinational Enterprises (MNEs) are by their nature prone to cross-cultural interaction (Rozkwitalska, 2010). This is especially signiﬁcant in the case of Japanese MNEs, which heavily rely on the use of expatriates to control foreign subsidiaries and implement foreign managerial systems (Harzing, 1999).
Jméno a příjmení autora:
Richard Brunet-Thornton, Michal Koža, Vladimír Bureš
Cross-Cultural Management, Toyota Production System, Czech Republic
DOI (& full text):
This text focuses on the cultural relationships between Czech nationals employed at Japanese subsidiaries located in the Czech Republic. The paper analyses the possibilities of implementation of…více
This text focuses on the cultural relationships between Czech nationals employed at Japanese subsidiaries located in the Czech Republic. The paper analyses the possibilities of implementation of Toyota Production System within Japanese subsidiaries in Czech Republic. Moreover, it explores both the ﬁt between the cultural values of Czech and Japanese management and the values incorporated in the Toyota Production System, and the various relationships of employees of both cultures at a managerial and operational level. In order to conduct the study, 79 companies were contacted, and survey responses from a total of 108 Czech and Japanese employees were collected. Using a self-administered questionnaire created in Czech, English and Japanese language, the ﬁndings of both common and divergent culturally-induced perspectives are analysed. Due to consistency with other cross-cultural studies Hofstede’s cultural dimensions are used as foundation. The discussion correlates the results to the extent that they are deemed appropriate. Hall’s low and high context models supplement the discussion, where applicable, to further explain issues relative to perception and communication. The dialogue is rich in the knowledge of Japanese methodologies of quality and overall management practice known in this case as the Toyota Production System. Data from the survey show that both Czech and Japanese employees have similar values related to work and neither job satisfaction nor number of conﬂicts is connected with TPS training. The manuscript concludes with both the list of existing research limitations that can be overcome in next studies, and an analysis of the need for further research within other crosscultural frameworks.
Ekonomika a management