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The Nature and Dynamics of Organizational Capabilities$
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Giovanni Dosi, Richard R. Nelson, and Sidney Winter

Print publication date: 2001

Print ISBN-13: 9780199248544

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/0199248540.001.0001

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The ‘Abominable Ohno Production System’. Competences, Monitoring, and Routines in Japanese Production Systems *

The ‘Abominable Ohno Production System’. Competences, Monitoring, and Routines in Japanese Production Systems *

Chapter:
(p.213) 8 The ‘Abominable Ohno Production System’. Competences, Monitoring, and Routines in Japanese Production Systems*
Source:
The Nature and Dynamics of Organizational Capabilities
Author(s):

Benjamin Coriat

Publisher:
Oxford University Press
DOI:10.1093/0199248540.003.0009

The chapter is concerned with the differences between Japanese automobile manufacturers and American manufacturers, with the focus largely on the period between the 1950s and 1960s, and the late 1980s and early 1990s. Toyota is taken as an archetypal Japanese automotive producer, while the Ford Motor Company is chosen as archetypal American automotive manufacturer. The chapter concentrates on the differences in their own right insofar as they reveal two different organizational archetypes and also tries to shed the light upon the concept of ‘routines’ through the examination of these differences. The author emphasizes that prevailing routines, in addition to serving to organize work and problem‐solving patterns, reflect the governance structures, modes of control, and compromises regarding competing interests, that prevail in an organization.

Keywords:   automobile manufacturing, Ford, governance, Japan, Japanese production system, modes of control, problem solving, routines, Toyota, US

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