Outlines a research project being carried out within the East Midlands, which is examining change in management ideas owing to the presence of a large Japanese car manufacturer. If management ideas are found to alter, there will eventually follow the implementation of new ideas in both production practices and employment practices. This will make itself felt throughout the region. Change will come in the implementation of new ideas and techniques, some of which are successful, others not. What the research will investigate is how senior managers′ ideas and strategies develop and change over time as a direct result of Toyota′s presence. Using well‐established techniques the study will track changes by conducting surveys and in‐depth interviews. Both qualitative and quantitative data will be used to map the flow of changed practices through the business network.
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