Theorizing Subsidiary Operations: System, Society, and Dominance Effects Revisited
Theorizing Subsidiary Operations: System, Society, and Dominance Effects Revisited
This chapter considers the wider implications of the analysis of Japanese firms developed throughout the book, both for debates about the transfer and hybridization of Japanese production models, and for broader theorizing about the subsidiary operations of international firms. It discusses the lessons of the research for three dominant images of subsidiary operations — as transplants, hybrids, or branch plants, which give differing emphases to system, society, and dominance effects in understanding the operations of such workplaces. It argues that the transfer and translation of management approaches and techniques within and between enterprises, and the evolution of work and employment relations within specific workplaces, is a more contested, multi-layered, and complex phenomena than is conventionally recognized, strongly influenced by power relations within management and the corporate mandate of the subsidiary.
Keywords: branch plants, corporate mandate, hybridization, Japanese production models, power relations, transplants
Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
Please, subscribe or login to access full text content.
If you think you should have access to this title, please contact your librarian.
To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .
