| Summary: | This paper uses a case study of Toyota to analyse the transfer and hybridisation of lean
production in a major motor vehicle manufacturing company located in India. Particular
emphasis is placed on the dynamics of re-adjustment in relation to HRM practices. Using
primary and secondary data in the form of interviews and company documentation, the paper
traces the transplantation trajectory of the company over the ten year period between 1999
and 2009. Findings reveal that due to a range of contradictions in the initial configuration of
the transplant the company undertook a sequential range of re-adjustment measures involving
four strategies: localisation, imitation, hybridisation, and customisation. Several propositions
are advanced with the aim of hypothesising which strategies are more likely to be successful
in certain contextual situations.
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