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    Toyotism and Brahminism: Employee relations difficulties in establishing lean manufacturing in India

    Access Status
    Fulltext not available
    Authors
    Kunju Kunju Mathew, Sagi
    Jones, Robert
    Date
    2012
    Type
    Journal Article
    
    Metadata
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    Citation
    Kunju Kunju Mathew, S. and Jones, R. 2012. Toyotism and Brahminism: Employee relations difficulties in establishing lean manufacturing in India. Employee Relations. 34 (5): pp. 200-221.
    Source Title
    Employee Relations
    DOI
    10.1108/01425451311287871
    ISSN
    0142-5455
    Faculty
    Faculty of Business and Law
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/75013
    Collection
    • Curtin Research Publications
    Abstract

    Purpose – The purpose of this paper is to analyse the cross-cultural reasons underlying the extreme industrial unrest experienced during the first seven years of Toyota’s operations in India. Design/methodology/approach – The paper employs a case study approach using data obtained from 30 personal interviews, field notes, observations, and internet media sources. Findings – The paper reports how Toyotism shares three common features with Brahminism – renunciation, performance, and perfection – and how antipathy towards the manner in which these features were implemented in India caused significant resistance amongst the production workforce. Research limitations/implications – The paper has implications for academics and practitioners in helping to understand how employee relations, unrest and antagonism towards lean manufacturing practices are closely related to cross-cultural issues prevalent in host countries. Originality/value – The concept of Brahmanism in Indian employee relations is under-researched in comparison with other aspects of Indian culture and antipathy towards the concept as a source of resistance to the implementation of lean systems needs to be better understood.

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