Toyota’s End in Australia: Economic Woes or Institutional Distances to Blame?

Author First name, Last name, Institution

• Reynold James, Zayed University, Abu Dhabi CampusFollow
• Shereen Bacheer, Zayed University, Abu Dhabi CampusFollow

Document Type

Article

Source of Publication

Studies in Systems Decision and Control

Publication Date

1-1-2026

Abstract

This work-in-progress study seeks to conceptually validate the key contentions of two interrelated strands of institutional theory: institutional transplantation and institutional distances. This is achieved by examining the disagreements and resistance encountered within the context of the Japanese MNE Toyota’s transnational operations. The article adopts a conceptual methodology consistent with Cropanzano’s (Cropanzano, R., Journal of Management 35: 1304–1311, 2009), and criteria for conceptual studies, and draws from institutional theory, and from the research literature on Toyota Motor Corporation (TMC), Japan. The study holds significance for policy makers and practitioners involved with the transference across institutional contexts, of home-grown managerial models and concepts.

DOI Link

10.1007/978-3-032-13119-5_18

ISSN

2198-4182

Publisher

Springer Nature Switzerland

Volume

649

First Page

205

Last Page

211

Disciplines

Business

Keywords

Institutional theory, Lean manufacturing, Toyota production system (TPS), Trade-unions

Scopus ID

105039628512

Recommended Citation

James, Reynold and Bacheer, Shereen, "Toyota’s End in Australia: Economic Woes or Institutional Distances to Blame?" (2026). All Works. 8013.
https://zuscholars.zu.ac.ae/works/8013

Indexed in Scopus

yes

Open Access

no