Toyota: An Auto Giant Overcoming a Gigantic Crisis

Engelbert Wimmer

Chapter 3 in Motoring the Future, 2012, pp 120-209 from Palgrave Macmillan

Abstract: Abstract On January 14, 2011, when Toyota CEO Akio Toyoda made this request in his new year’s message to his employees worldwide, he could in no way have guessed at what 2011 held in store for Toyota. Yet despite the nuclear inferno at Fukushima and its effects on Japan, or the unprecedented sales crisis two years earlier, it was the recall disaster that transformed the struggling giant in the most fundamental and most lasting way. Before we analyze Toyota’s current woes, however, and its chances for staging a comeback to the top spot of the industry, we need to take a closer look at the transformation which saw a tight-lipped, centralistic Japanese company become a more open, decentralized and responsive organization; an organization whose CEO now regularly appears in the USA and other foreign markets to present Toyota’s new face and corporate mission.

Keywords: Assembly Line; Hybrid Vehicle; Operating Profit; Hybrid Technology; Great East Japan Earthquake (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30781-0_3

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DOI: 10.1057/9780230307810_3

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