Manufacturing management practices of Japanese subsidiaries in Singapore

Seeks to better understand the implications of Japanese management methods in non‐Japanese and non‐Western contexts. Utilizes a framework proposed by Young to assess the implementation of Japanese management practices in Singapore. Based on comparative case studies of five Japanese multinational companies in Singapore, explores their ability to use or adapt practices employed in Japan. Concludes that, on the whole, the companies successfully sought to modify features of the Singaporean environment to suit Japanese manufacturing methods, though they were forced to make some concessions to local conditions. Supports Young’s call for further research, where the ability to compare directly the experience of both Japanese subsidiaries and non‐Japanese companies seeking to adopt Japanese manufacturing techniques would be a distinct advantage.