Toyota Motor Manufacturing Australia in 1995: an Emergent Global Strategy
Actes du GERPISA n° 26 37 TOYOTA MOTOR MANUFACTURING AUSTRALIA IN 1995: AN EMERGENT GLOBAL STRATEGY Takahiro FUJIMOTO The purpose of this paper is to describe and of manufacturing firms in the field of international analyze the manufacturing operations of Toyota management. The transnational strategy (Bartlett Motor Manufacturing Australia Ltd., an Australian and Ghoshal, 1989), which tries to link subsidiary of Toyota Motor Corporation, from the international operations with distinctive resources point of view of “emergent global strategy”. It is and capabilities by a network of people, materials, based on an exploratory case study. money, technology, and knowledge, for example, In the field of strategic management, the notion has attracted much attention. International Motor of “strategy as plan” has been a prevalent idea for Vehicle Program of MIT (Womack, et al., 1990) many years, in which strategic intent precedes also advocated a similar global network. The strategic implementation (Andrews, 1980, Hofer existing works on global strategic management, and Schendel, 1978, etc.). There has been another however, tend to be explained by the “strategy as concept of strategy concepts, “strategy as pattern”, plan” concept, driven by a prior grand design and which assumes the possibility that competitive deliberate decision making at the headquarters. strategy may be formed even without a prior Rational decisions do more or less guide intention to be competitively rational (Mintzberg international operations of manufacturing firms, and Waters, 1985). Mintzberg and his colleagues but it is also possible that the global network may call a strategy that was unintended but realized evolve into what the original intention did not “emergent strategy”1.
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