Abstract
Can the peculiar ‘Japaneseness’ of [Japanese industry’s] success be transferred onto the international scene? There is little doubt that Honda, perhaps even more than some other Japanese companies, may have problems. Can one imagine a white-suited, Honda-style manufacturing operation set up in Peoria? Perhaps.1
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Notes
Sol Sanders, Honda: The Man and his Machines, Boston, Mass.: Little, Brown, 1975 pp. 194–5. The reference to Peoria is to a small town in Illinois frequently used to symbolize an average, ordinary, middle America: a town rather like Marysville.
Setsuo Mito, The Honda Book of Management, London: Kogan Page, 1990 p. 102.
Bob English, ‘Orientation’, Canadian Business, March 1988, pp. 58–72.
Robert E. Cole and Donald R. Deskins Jr, ‘Racial factors in site location and employment patterns of Japanese auto firms in America’, California Management Review, 31.1, 1988, pp. 9–22.
In David Gelsanliter, Jump Start: Japan Comes to the Heartland, New York: Farrar-Straus-Giroux, 1990, p. 106.
Case described in Thomas F. O’Boyle, ‘Under Japanese bosses, Americans find work better and worse’, Wall Street Journal, 27 November 1991, pp. A1, A5.
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© 1994 Andrew Mair
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Mair, A. (1994). Mobilizing Human Resources. In: Honda’s Global Local Corporation. Palgrave Macmillan, London. https://doi.org/10.1057/9780230374850_8
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DOI: https://doi.org/10.1057/9780230374850_8
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