This study examines the adoption of high-performance workplace management practices in Japanese and domestic manufacturing plants, spanning a broad range of products and technologies, that began operations in the United States between 1978 and 1988. Japanese transplants, the authors find, were likely to adopt “hybrid” systems of high-performance practices melding Japanese principles of workplace management with the American industrial relations system. Domestic startups incorporated many of these same techniques, but they tended to take a more limited and piecemeal approach. The managers of domestic startups also paid less attention to how individual high-performance practices fit into an overall system of efficient workplace management than did managers at Japanese transplants.
Forecasting the OECD Fixed Broadband Penetration with Genetic Programming Method, Diffusion Models and Macro-Economic Indicators