BRITISH EMPLOYEES: RESPONDING TO JAPANESE MANAGEMENT PHILOSOPHIES

Japan's industrial success has opened new opportunities in the area of business research and has generated particular interest in 'the Japanese way of doing things'. One specific area of concern has been that of job satisfaction and its relation to productive achievement. The study carried out in the United Kingdom involving one American, two ideally-matched Japanese subsidiaries and one British company, all involved in television manufacturing, refutes certain stereotypes about Japanese management. First, the study revealed that the two Japanese companies employed distinct personnel policies which were reflected in the differences in job satisfaction registered by their employees. Second, it showed that the paternalistic personnel policies instituted by one Japanese company were not preconditions for its high productive achievement but, selectively applied, generated appreciative feelings among its British work-force.     

Linking JIT strategies and control systems: A comparison of the United States and Japan

Potential blows to US competitiveness by Japanese manufacturers have been instrumental in stimulating interest in the development of manufacturing strategy theory and its importance at the level of competitive strategy. Unfortunately, little substantial empirical research effort has attempted to measure manufacturing strategy and to explore its potential linkages with management control systems in the United States and Japan. This study expands the empirical data base available on this topic by exploring the adoption of just-in-time strategies, and the use of management control systems associated with the implementation of inventory reduction and flexibility initiatives in the United States and Japan.     

A Case of Economic Pragmatism: Japanese Manufacturing in U.K.

This paper focuses on the comparative performance of Japanese and Western television manufacturing in the United Kingdom. It offers explanations of how differences in policies and practices lead to superior performance levels in the selected Japanese companies.     

Raising quality consciousness among Chinese manufacturing personnel: Testing the effectiveness of performance management tools

This study draws upon the strategic management control literature, goal-setting, and expectancy theory to address the management of quality in Chinese manufacturing operations. Operating in a transition economy, Chinese managers face specific challenges in adapting management strategies and control systems. Using causal modeling, we examine the implementation of quality strategies through management control and reward systems in 38 manufacturing firms operating in the Pearl River Delta, examining the effects of company size. The results indicate that for larger firms, significant linkages were found between reward systems based on quality outcomes and quality feedback, and in turn, quality feedback was significantly linked to both quality goals and a strategic focus on quality. However, for smaller firms, while significant relationships exist between reward systems based on quality outcomes and the provision of quality goals and feedback, no significant linkages were found between the implementation of management control systems and a strategic focus on quality. This study emphasizes the need to develop more robust theories to address the manufacturing environments of transition economies such as China, as well as the need for additional field research on indigenous firms in Asia.     

Quality Consciousness in Japanese and U.S. electronics manufacturers: an examination of the impact of quality strategy and management control systems on perceptions of the importance of quality to expected management rewards

This study examines the implementation of quality strategies through management control and reward systems in Japan and the U.S. It focuses on electronics manufacturing, an industry in which the Japanese have successfully gained global competitive dominance. The study applies causal modelling methodology and incorporates the effects of company size and management level on quality strategies and the related management control systems for quality. In turn, the impact of these quality strategies and control systems on managers' perceptions of the importance of quality to promotion is explored. Data were gathered from 698 Japanese manufacturing managers in 50 Japanese electronics firms and 789 manufacturing managers in 64 U.S. electronics firms. The results evidence a consistency between quality strategy, management controls and reward systems, especially in the U.S., that support the normative model for strategic control systems.