Transplanted Organizations: The Transfer of Japanese Industrial Organization to the U.S.
Transplanted Organizations: The Transfer of Japanese Industrial Organization to the U.S.
复制标题
组织移植：日本产业组织向美国的转移
DOI：
10.2307/2096111
复制
发表时间：
1991
影响因子：
9.1
通讯作者：
M. Kenney
中科院分区：
文献类型：
--
作者：
R. Florida;M. Kenney
工业社会学和组织理论表明，组织从一种环境转移到另一种环境是困难的，转移后的组织将呈现新环境的特征。我们假设组织/环境关系是双向的，并且组织有资源根据其功能需求改变其环境。我们根据最近关于生产组织新模式和企业间生产网络的争论来探讨这些问题。日本汽车装配厂及其在美国的供应商提供了探索此类问题的理想案例，因为它们代表着正在从支持性环境转向外国环境的组织。我们发现，这些日本汽车移植企业有效地将组织内部和组织间的特征，例如基于团队的工作组织和“及时”的供应商关系转移到了美国。因此，他们积极地改变了自己的环境以满足自己的需求。
Industrial sociology and organization theory suggest that it is difficult to transfer organizations from one environment to another and that organizations that are transferred will take on characteristics of the new environment. We hypothesize that the organization/environment relation works in both directions and that organizations have the resources to alter their environments in light of theirfunctional requirements. We explore these issues in light of recent debates over new models of production organization and interfirm production networks. Japanese automotive assembly plants and their suppliers in the United States provide an ideal case to explore such questions because they represent organizations that are being transferred from a supportive to a foreign environment. We find that these Japanese automotive transplants have effectively transferred both intraand interorganizational characteristics, e.g., team-based work organization and 'just-in-time" supplier relations to the United States. Thus, they have actively transformed their environments to suit their needs.