A qualitative analysis involving a clash of cultures: accommodation between Japanese and Australian cultures in a changing manufacturing environment

This thesis discusses the impacts on organisational cultures which results from the introduction of Lean manufacturing methodologies. Specifically it investigates the results of two Japanese organisations - Nissan and Toyota, purchasing controlling stakes in respective, already existing Australian manufacturing organisations. The introduction of Lean manufacturing was investigated from the perspective of associated organisational cultural change. The findings highlight the resultant process of resistance, and subsequent legitimisation of this resistance. The fundamental importance of recognition of both individual and group history and discourses is shown to be highly significant on the outcomes of successfully introducing or resisting organisational change.