Last modified: 2019-08-30
Abstract
The institutional logics shaping the transfer of Japanese management systems across cultures remain understudied in management and international business. Ethiopia, a post-socialist state with a planned economy, has adopted kaizen. We investigated kaizen practices at the Ethiopian Sugar Corporation, a state-owned enterprise (SOE) that includes agriculture, manufacturing, and healthcare. We conducted 35 interviews, non-participant observation, and document reviews. Our findings suggest that institutionalization of a foreign management system in an SOE requires 1) alignment with collective goals; 2) rotation of personnel; and 3) innovation knowledge brokers. Our case study highlights the influence of economic and political pressures.
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