ISSN:0020-6652    

DOI:10.1002/tie.5060360302

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractLean management is an integrated set of attitudes and decision and action methods with which a firm can achieve sustainable competitive advantages and increase its value in a turbulent environment. In 1992 lean management became a major priority for top management in German and Austrian firms. The article is written from the standpoint of strategic management and presents preliminary lessons to be learned from the experience in progress in leading European firms. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360303

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThis study examines how executives of manufacturing firms in Nigeria obtain information needed for the operation of their firms. The results of this study show that Nigerian executives collect information from economic and political/legal sources in contrast to U.S. managers who rely on customer/market information. The results also indicate that Nigerian executives use internal sources, both personal and impersonal, more frequently than external sources. Their U.S. counterparts, however, have a preference for external and personal sources of information. The correlation between scanning frequency and performance was not significant for the Nigerian sample. The findings indicate that international executives preparing to operate in Nigeria, or possibly other developing countries, should anticipate difficulties in obtaining information necessary for their business and should seek creative means to obtain such information. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360304

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractForeign direct investment (FDI) in services has been growing rapidly in the developing countries of the Asia‐Pacific region. In this study we explore the level and distribution of service FDI in the Asia‐Pacific region by examining both country‐level aggregate data and firm‐level data. Using data in 180 large multinational corporations in 10 service industries over the 1980–1986 period, we construct a logistic regression model to examine the effects of client‐following strategy, cultural difference, oligopolistic reaction, firm size, and international experience on the international expansion strategies of service MNCs in the region. Differences in the international strategies are analyzed and policy implications are discussed. © 1995 John Wil

ISSN:0020-6652    

DOI:10.1002/tie.5060360305

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThis study tested the relationships of bases of leader power (coercive, reward, legitimate, expert, and referent) to subordinates' organizational commitment and of power bases and commitment to subordinates' effectiveness (performance, conformance, dependability, and personal adjustment). Two hundred fifty employees and their supervisors from three banks in Bangladesh were individually interviewed to fill out the Rahim Leader Power Inventory, Organizational Commitment Questionnaire, and Minnesota Satisfactoriness Scales, to measure power, commitment, and effectiveness, respectively. Two stepwise hierarchical regression analyses showed that legitimate and expert power bases were positively associated with commitment. Coercive power was negatively associated with effectiveness and expert power was positively associated with the same. Implications of the findings for international managers working in developing countries are discussed. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360306

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThere has been growing international interest in the “lean production” notion with present Japanese car plants as the paragon of this work system. Yet despite its Japanese origins many commentators have taken for granted that this Japanese notion can readily be transferred to other contexts and that it is a preferable alternative to Fordist mass production. Lean management involves continuous improvement, just‐in‐time techniques, total quality management, and team based work organization. These techniques have led to demonstrable major improvements in the efficiency of manufacturing enterprises in Southeast Asia, Japan, Europe, and the U.S., as shown by numerous studies. However, there has been little research on the possible transferability of such Japanese management strategies to Australia, which does not have a reputation for having highly committed workers or compliant unions. Therefore, the introduction of lean management in Australia deserves examination. After summarizing the context of the Australian car industry and the literature on lean production, we report on our study of a major car plant, which is based on interviews, observation, and a survey of employees. We were fortunate in having a high degree of cooperation from the company, unions, and government, because this independent study was initiated jointly by these three parties, which is relatively unusual for such research. Although we report several criticisms of lean production, we conclude that, especially when coupled with industry restructuring, lean production can potentially contribute to a substantial improvement in manufacturing competitiveness. © 1995 John Wiley&S

ISSN:0020-6652    

DOI:10.1002/tie.5060360307

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060360308

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060360301

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY