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DC poleHodnotaJazyk
dc.contributor.authorBrunet-Thornton, Richard
dc.contributor.authorKoža, Michal
dc.contributor.authorBureš, Vladimír
dc.date.accessioned2016-06-13T12:23:31Z
dc.date.available2016-06-13T12:23:31Z
dc.date.issued2016
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2016, č. 2, s. 142-156.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.identifier.urihttp://www.ekonomie-management.cz/download/1465542592_1b2e/10_THE+TOYOTA+PRODUCTION+SYSTEM.pdf
dc.identifier.urihttp://hdl.handle.net/11025/21500
dc.format15 s.cs
dc.format.mimetypeapplication/pdf
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectmezikulturní managementcs
dc.subjectToyota production systemcs
dc.subjectČeská republikacs
dc.titleThe Toyota production system: czech and nippon cultural perspectivesen
dc.typečlánekcs
dc.typearticleen
dc.rights.accessopenAccessen
dc.type.versionpublishedVersionen
dc.description.abstract-translatedThis text focuses on the cultural relationships between Czech nationals employed at Japanese subsidiaries located in the Czech Republic. The paper analyses the possibilities of implementation of Toyota Production System within Japanese subsidiaries in Czech Republic. Moreover, it explores both the fit between the cultural values of Czech and Japanese management and the values incorporated in the Toyota Production System, and the various relationships of employees of both cultures at a managerial and operational level. In order to conduct the study, 79 companies were contacted, and survey responses from a total of 108 Czech and Japanese employees were collected. Using a self-administered questionnaire created in Czech, English and Japanese language, the findings of both common and divergent culturally-induced perspectives are analysed. Due to consistency with other cross-cultural studies Hofstede’s cultural dimensions are used as foundation. The discussion correlates the results to the extent that they are deemed appropriate. Hall’s low and high context models supplement the discussion, where applicable, to further explain issues relative to perception and communication. The dialogue is rich in the knowledge of Japanese methodologies of quality and overall management practice known in this case as the Toyota Production System. Data from the survey show that both Czech and Japanese employees have similar values related to work and neither job satisfaction nor number of conflicts is connected with TPS training. The manuscript concludes with both the list of existing research limitations that can be overcome in next studies, and an analysis of the need for further research within other cross- cultural frameworks.en
dc.subject.translatedcross-cultural managementen
dc.subject.translatedToyota production systemen
dc.subject.translatedCzech republicen
dc.identifier.doidx.doi.org/10.15240/tul/001/2016-2-010
dc.type.statusPeer-revieweden
Vyskytuje se v kolekcích:Číslo 2 (2016)
Číslo 2 (2016)

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  1. DSpace at University of West Bohemia
  2. Publikace ZČU / UWB Publications
  3. Časopisy ZČU / UWB Journals
  4. Ekonomie a management
  5. 2016
  6. Číslo 2 (2016)