Abstract
Ever-intensifying global competition requires organizations to meet potentially contradictory requirements: cost-efficiency through restructuring and increased organizational competitiveness through high commitment. Despite its high necessity, obtaining full commitment from managers is becoming increasingly difficult. This paper investigates whether the organizational commitment of British managers in Japanese-owned plants in the UK and Japanese managers in counterpart plants in Japan can be attributed to either management techniques, culture, or enterprise/task structures constructed to fit the employment system in each country.
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