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Essay / Research Paper Abstract
This 14 page paper looks at three hypotheses concerning why Toyota is so successful. The paper looks firstly at whether low production cost, competitive price and high quality have contributed to Toyota's profitability. Secondly, how local demand contributes to its profitability, and finally whether its organisational structure and local autonomy have contributed to its profitability. Using different models these aspects are all considered before the paper compares the performance of Toyota with Honda, Nissan, Ford and General Motors (GM). The bibliography cites 14 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEsuctoyota.rtf
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Unformatted sample text from the term paper:
successful. Firstly that low production cost, competitive price and high quality have contributed to Toyotas profitability. Secondly, how local demand contributes to its profitability, and finally whether its organisational
structure and local autonomy have contributed to its profitability. This can be examined in a number of ways; local product adaptation, Porters five forces and competitive advantage and international corporate
structure model. If we look first at the model of local product adaptation. It is assumed that there is already a basic understanding of this model from the literature
review. If we apply this to Toyota there is a very mixed with some standardisation and some adaptation. IN many ways we see Toyota a realisation of Jains (1989) arguments.
The company has standardised aspects, such as the production methods with the use of just in time and the longer term relationships
with suppliers and then the more localised adaptation, as seen with the production of different models with a range of features and also some variation on the way HRM practices
are seen. This latter aspect of HRM has been necessary due to the different cultures seen in Japan and then the countries in which they have different cultural HRM practices.
For example, according to Hofstedes model there is a greater level of distance in terms of authority in Japan, even if managers walk around and eat in the same canteen.
Other differences are also seen in the attitudes of the employees which have created problems in the past as Toyota develop strategies to deal with new cultures.
There has been research into international business, and n many cases where the culture or products of a company are transported wholesale there are difficulties
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