Developing local talent in international subsidiaries: the importance of trust and respect in Toyota
Abstract
Purpose
To analyze the challenges and solutions in developing local employees for managing subsidiaries – the implementation of Thainization philosophy at Toyota Motor Thailand (TMT).
Design/methodology/approach
In‐depth interviews were conducted with Thai and Japanese employees, and Imai Hiroshi, one of the architects of Thainization philosophy.
Findings
For successful implementataion of Thainization philosophy in TMT, the management had to demonstrate respect for local employees and build trust between Thai and Japanese employees. Once the employees related to each other on the basis of mutual respect and trust, it was relatively easy to collaborate and find solutions.
Practical implications
CEOs of multi‐national companies, particularly Asian subsidiaries, can learn how to cope with challenges in developing local employees, building their technical and managerial capabilities.
Originality/value
Many international companies are struggling with the important issue of building capabilities of local employees for leveraging their global competitiveness. The successful implementation of Thainization philosophy of TMT offers a major breakthrough in this direction.
Keywords
Citation
Petison, P. and Johri, L.M. (2007), "Developing local talent in international subsidiaries: the importance of trust and respect in Toyota", Development and Learning in Organizations, Vol. 21 No. 3, pp. 10-13. https://doi.org/10.1108/14777280710739061
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited