Japanese direct investment in United States manufacturing: Management strategies and location decisions.
In the 1980s, Japanese firms intensified their competition with American industry by establishing production facilities in the United States. The geographical distribution of new Japanese plants did not mirror the location pattern of new domestic plants, as would have been expected if both sets of plants sought similar types of locations. The hypothesis of this dissertation is that the Japanese firms sought a different mix of location attributes because they intended to implement a special set of workplace practices in their plants. They sought an environment conducive to adapting these practices to the American workplace.