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This study aims to build a framework for understanding the process of 'active mediation' in which outside mediators promote adaptive sensemaking through jointly using material artifacts with organizational members. To achieve this aim, I conducted in-depth analysis on qualitative data collected from two manufacturing plants of a Chinese company which tried to implement organizational change through the use of a Japanese consultant with more than 30 years' experience at Toyota. My analysis resulted in two different, but interrelated mediation patterns--instruction-oriented and experimentation-oriented active mediation. The former pattern did not lead to adaptive sensemaking, but laid the groundwork for implementing the latter pattern through enhancing the social position of an active mediator. The experimentation-oriented active mediation led to adaptive sensemaking and organizational change through the processes of problematizing, encouraging reflection and projection, and setting new standards. My study uncovers an inherent paradox in the role of active mediators--i.e. paradox between hands-on and hands-off, as well as shedding new light on a dual role of material artifacts in promoting adaptive sensemaking and organizational change--i.e. providing resources for deliberate sensemaking, and the basis for immanent sensemaking. [ABSTRACT FROM AUTHOR]

This paper leverages the concept of ambidexterity from the firm to the supplier relations level. In an in-depth case study of the Toyota Motor Corporation we investigate how Toyota creates a context for suppliers?f ambidexterity by applying practices, which foster both short-term efficiencies, as well as long-term adaptability. Drawing on a data-set based on over 160 interviews with representatives from both Toyota as well as its global suppliers, we analyze the performance manage context and social context of Toyota?fs supplier relations and identify basic organizational capabilities at Toyota that facilitate the creation of this context. Our findings reveal that Toyota formulates both numerical and non-numerical goals, whereby suppliers are encouraged to continuously improve their performance. Our findings further illustrate how two organizational capabilities, ?ecross-functional collaboration?f and ?eexperience-based knowledge accumulation?f, form the basis for Toyota?fs suppler relations management that leads to the simultaneous achievement of efficiency and adaptability in a reciprocal manner. [ABSTRACT FROM AUTHOR]

Japanese methods, such as TQM, TPS and lean, and Japanese organizational characteristics, such as loyalty to the company and long-term incentive systems, have received great attention from researchers who study organizational development and change. Some studies suggest that Japan's unique modes of communication can lead to effective and unique forms of organizational development and change. However, only a few studies examine the role of language and discourse in organizational development and change in Japanese organizations. The situation is similar in other non-English speaking countries. Most of the studies that draw on organizational discourse theory use cases of Western organizations in which English is used as the official language. This symposium is an attempt to break through such a situation. The main aim of this symposium is to bring a perspective on the diversity of language and various modes of language use in the studies of organizational discourse as well as organizational development and change through a particular focus on communication in Japanese organizational settings. Entrepreneurship As Practice: A critical interpretation of corporate venturing. Presenter: Yasushi Fukuhara; Senshu U. Customer satisfaction and strategy: A discourse analysis of a Japanese hotel company case. Presenter: Takeshi Saito; Meiji U. Presenter: Kenichi Suzuki; Meiji U. Presenter: Masayasu Takahashi; Meiji U. Presenter: Rick Delbridge; Cardiff U. "Using same words, seeing different worlds: A case of the Fukushima No.1 nuclear accident". Presenter: Masato Yotsumoto; Kanto Gakuin U. Presenter: Aki Nakanishi; Meiji U. Presenter: Hajime Ushimaru; Meiji U. Presenter: Daikuke Sugihara; Meiji U. Presenter: Toshio Takagi; Okinawa U. Collaboration and power of discourse in a crisis. Presenter: Toru Kiyomiya; Seinan Gakuin U. Presenter: Yasushi Masuda; Meiji U. Presenter: Shigeaki Hayashi; Rissho U. [ABSTRACT FROM AUTHOR]

This article examines how kaizen initiative is managed through vertical supply networks including suppliers at 2nd tier level in emerging economies such as India. Our study moves beyond discussing the operational benefits of kaizen to exploring the activities, infrastructure and support required for an effective kaizen implementation at the supply network level. Past research has indicated that the best company to review is Toyota as it has a wealth of ideas and best-in-class examples related to the application of kaizen. As our research focused on emerging economies, we selected Toyota and its supply network in India as the subject of this study and compared its kaizen practices with a local automotive manufacturer. Suggestion schemes and QC circles were the two most common activities evident at OEM and its supply network. Research findings indicated the importance of striking a healthy balance between the speed of kaizen initiative and human resource development for deeply rooting kaizen activities in day-to-day gemba (shopfloor) practices, which was evident in Toyota's case but in the case of local automotive manufacturer. We developed seven propositions based on the empirical research that need to be tested in future research. [ABSTRACT FROM AUTHOR]