Honda Motor Company and Honda of America (A)

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Case

Reference no. 9-390-111

Subject category: Strategy and General Management

Authors: Susan P Ehrlich (Harvard Business School); Andrall E Pearson (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 1989

Version: 2 January 1991

Length: 30 pages

Data source: Published sources

Topics: Expansion; Organizational behavior; Organizational culture

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Abstract

In its 43-year history, Honda grew from an also-ran in the Japanese motorcycle market to a dominant force in the worldwide motorcycle and automobile markets. To do this, Honda has developed a unique organizational style based on constructive conflict and organizational learning. Over the years, Honda has been transferring this style to its subsidiaries overseas. The case looks at the specific example of Honda of America. Students are asked to analyze 'The Honda Way' - how well it has been transferred to the United States and whether or not it is sustainable in the face of domestic and rapid expansion.

Locations:

Japan; Ohio

Industries:

Automotive; Motorcycle

Size:

Large, USD24 billion revenues

Other setting(s):

1989