Sample Internationa Trade Research Paper on Managing Economic, Social and Cultural Issues in Toyota Company

Managing Economic, Social and Cultural Issues in Toyota Company

1.0 Introduction

Even though researchers have not identified the right or wrong ways to go about issues related to organizational Economic, Social and Cultural (ESC) management, effectiveness of any Multinational Corporation is predicted based on the ability to determine problems the corporation aims to tackle.[1] For Toyota Company, there is still need to decide on priorities among the best performance goals alongside establishing strategies for addressing ESC issues. The management principles attached to ESC correspond to the fact that the Toyota Company has no such management models, and this presents challenges when it comes to achieving the legitimacy of ESC rights.[2] In other words, Toyota Company needs to explore those strategies and models that can be used for effective management of economic, social and cultural issues.    

1.1 Research question

  • Does the Toyota Company have effective models or strategies to tackle global economic, social and cultural challenges?
  • How effective is the Toyota Company when it comes to management of economic, social and cultural problems?
  • How does an economic, social and cultural issue impact on the company’s overall performance?

1.2 Research hypothesis

            H0: the Toyota Company does not have effective models or strategies to tackle global economic, social and cultural challenges

            H1: the Toyota Company has effective models or strategies to tackle global economic, social and cultural challenges. 

1.3 Implication for the study

Through the development of frameworks, models or strategies to address economic, social and cultural problems, the Toyota Company can find a fit among its overall mission and performance programs. Similarly, these strategies will help the company to identify external issues to be addressed and the potential challenges that may be faced during the implementation of the identified strategies.[3] Finally, the identification of the ESC management strategies will allows the company to accurately determine its strengths and weakness in a global context. 

2.0 Literature Review

From the theories of social work and organizational management, we are made to understand that the Toyota Company, like any other Multinational Corporation, face specific issues related to ESC rights.[4] These two theories are based on the perspectives that the company’s capacity of organizational staff members and resources are dynamic factors. It is therefore necessary for the company to design strategies for consistent monitoring of employees levels of performances and effectiveness based on socio-cultural diversities to ensure higher global competitiveness.[5]

Effective performance in any organization is based on proper definition of the company’s mission and its relationship to ESC issues, objectives and execution strategies.[6] According to some of the reliable sources, ESC management strategies are based on flexible and continuous assessment of employees in relation to the difficulties encountered in the work environment.

3.0 Methodology

3.1 Study design

The researchers will use a descriptive approach to obtain a better understanding of the concepts of ESC and how these concepts apply to the case of Toyota Company. Through the descriptive approach, the researcher will be in a position to measure the set of variables that explain the company’s management plan.

3.2 Target population

The target population for this research will be employees of the Toyota Company, managers and other groups of stakeholders who have better experience with the company’s management policies. These individuals must have stayed abreast to the company’s functions for the past 3 years and able to highlight the company’s performance history over these periods.

3.3 Sampling techniques and sample size

The researcher will use convenience sampling techniques since there is need to have a specific groups respond to the study questionnaires. A total of 300 individual will be supplied with the mailed questionnaires and there feedback obtained for possible analysis.

3.4 Data analysis and presentation

The data obtained from the respondents will be analysed using percentages and frequency distributions based on the overall response rate. The results will be presented in tables, pie-charts and graphs and hypothesis tested based on these results.

References

Adler, P. S., & Kwon, S. W. (2002). Social capital: Prospects for a new concept. Journal of Academy of management review, 27(1), 17-40.

Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, 107-136.

Brown, J. S., & Duguid, P. (2001). Knowledge and organization: A social-practice perspective. Journal of Organization science, 12(2), 198-213.

Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Journal of Academy of management review, 16(2), 366-395.

Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Journal of Organization Science, 10(1), 1-26.

Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713.

End Notes


[1] Brown, J. S., & Duguid, P. (2001). Knowledge and organization: A social-practice perspective. Organization science, 12(2), 198-213.

[2] Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713.

[3] Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Journal of Organization Science, 10(1), 1-26.

[4] Brown, J. S., & Duguid, P. (2001). Knowledge and organization: A social-practice perspective. Journal of Organization science, 12(2), 198-213.

[5] Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, 107-136.

[6] Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Journal of Academy of management review, 16(2), 366-395.