The Toyota way of global knowledge creation the 'learn local, act global' strategy
Kazuo Ichijo and
International Journal of Automotive Technology and Management, 2007, vol. 7, issue 2/3, 116-134
This paper presents insights from two case studies of Toyota Motor Corporation and its way of strategic global knowledge creation. We will show how Toyota's knowledge creation has moved from merely transferring knowledge from Japan to subsidiaries abroad to a focus of creating knowledge in foreign markets by local staff. Toyota's new strategy of 'learn local, act global' for international business development proved successful for tapping rich local knowledge bases, thus ensuring competitive edge. In fact, this strategy finally turned Toyota from simply being a global projector to a truly metanational company.
Keywords: automobile industry; emerging economies; international joint ventures; automotive knowledge management; organisational learning; Toyota Motor Corporation; strategic knowledge creation; global knowledge creation; international business development; local knowledge. (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijatma:v:7:y:2007:i:2/3:p:116-134
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