
Contents
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Introduction Introduction
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Changing Managerial Careers and Roles in Japanese Car Manufacturing MNCs Changing Managerial Careers and Roles in Japanese Car Manufacturing MNCs
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Changing Managerial Careers and Roles in Japanese Financial MNCs Changing Managerial Careers and Roles in Japanese Financial MNCs
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Discussion and Conclusions Discussion and Conclusions
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12 12 The Changing Japanese Multinational: Application, Adaptation, and Learning in Car Manufacturing and Financial Services
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Published:October 2007
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Abstract
This chapter examines how international managerial careers and attitudes are changing in Japanese companies in two different industries: car manufacturing and banking. This assessment is based on a series of interviews with Japanese and British managers working in Japanese firms in the UK, and with head office managers of these multinational companies (MNCs). It seems that Japanese car firms were primarily using expatriate managers to apply their domestically developed recipes to foreign subsidiaries, and then to transmit new information about plant operations to Japan to improve them. They were not, however, encouraging them to develop novel kinds of capabilities in diverse environments that could lead to the adaptation of the basic business recipe. In the case of Japanese banking, the central position of the City and Long-term Credit banks in the domestic business system, together with their largely domestic client-driven internationalization in the 1970s and 1980s, limited their adaptation to, and learning from, foreign operations. The changed conditions of the 1990s have mostly resulted in a retreat to traditional customers and sources of competitive advantage, i.e., their knowledge of, and centrality to, the domestic business system, and so foreign subsidiaries are greatly subordinated to domestic decisions and routines.
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