ABSTRACT
Yamaha Motors Co., Ltd. (hereinafter YMC) operations were hard hit by the 1997 Asian financial crisis, and in particular, its Asian operations. By taking majority control of its overseas subsidiaries, YMC tried to implant Japanese-style operations management in overseas operations. One of the key overseas manufacturing hubs, Thai Yamaha, succeeded in motivating local staff, though not easily, by respecting local culture and taking a participatory approach. In response to the 2007–2008 global financial crisis, YMC president led the organizational reform in which communication was a critical part. The President's thoughts were communicated to employees globally and various communication tools were employed to inform employees not only of the changes but also the philosophy behind various actions.
