Japanese Firms in the UK
Chapter 5: Conclusions, Implications and Limitation
5. Conclusions, implications and limitations This concluding chapter presents a review of the key ﬁndings that are fed back to the central research question. In addition, the implications of research ﬁndings for theory development and practice are discussed. Attention is also paid to the limitations of this study. Lastly, an agenda for future research is presented and closing remarks are made. 1. THE CENTRAL ROLE OF APPROPRIATION IN DIFFUSION The degree of implementation and internalization of knowledge-driven work systems in three Japanese aﬃliate ﬁrms in the UK automotive manufacturing sector are described, analysed and compared (see Chapter Four). In this context, work systems are taken as continuous improvement activities that are driven by people’s tacit knowledge as well as the explicit structural and technological systems (see Chapter One). The diﬀusion of work systems is seen as incorporating people management (or management intervention) as well as the internalization of these work systems by users (see Chapter One). This process is examined in relation to, ﬁrst, the institutional embeddedness of work systems at the national level and, second, the embeddedness of tacit aspects of work systems at the ﬁrm level. The macrolevel embeddedness is understood as the shaping of work systems by structural and cultural understandings of a country, which constitute distinct business systems. Japanese and UK business systems represent ‘highly coordinated’ and ‘compartmentalized’ business environments respectively (see Chapter Two). The highly coordinated business systems and paternalist cultural legacies of ﬁrms tend to limit the diﬀusability of work systems....
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