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Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational

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  • Sharpe, Diana Rosemary

Abstract

This paper presents an ethnographic study of micro-politics, control and resistance within a Japanese multinational. The transfer of management practices within a multinational is a theoretically interesting context in which to examine these processes. The study reveals how micro-political strategies were sustained and resisted within different contexts, drawing on concepts of contextual rationality, contested rationality, institutional theory, labor process theory and recent theorizing of control processes within the multinational.

Suggested Citation

  • Sharpe, Diana Rosemary, 2006. "Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational," Journal of International Management, Elsevier, vol. 12(3), pages 318-339, September.
    • Handle: RePEc:eee:intman:v:12:y:2006:i:3:p:318-339
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    References listed on IDEAS

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    1. Richard Whitley & Glenn Morgan & William Kelly & Diana Sharpe, 2003. "The Changing Japanese Multinational: Application, Adaptation and Learning in Car Manufacturing and Financial Services," Journal of Management Studies, Wiley Blackwell, vol. 40(3), pages 643-672, May.
    2. Harzing, Anne-Wil, 2001. "Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries," Journal of World Business, Elsevier, vol. 36(4), pages 366-379, January.
    3. Anthony Ferner, 2000. "The Underpinnings of 'Bureaucratic' Control Systems: HRM in European Multinationals," Journal of Management Studies, Wiley Blackwell, vol. 37(4), pages 521-540, June.
    4. Dörrenbächer, Christoph & Geppert, Mike, 2005. "Micro-political aspects of mandate development and learning in local subsidiaries of multinational corporations," Discussion Papers, Research Unit: Internationalization and Organization SP III 2005-202, WZB Berlin Social Science Center.
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    Cited by:

    1. Fiona Moore, 2012. "The Diorama," Management International Review, Springer, vol. 52(5), pages 619-642, October.
    2. Moore, Fiona, 2020. "Multiple interpretations of “national culture” and the implications for International business: The case of Taiwan," Journal of World Business, Elsevier, vol. 55(5).
    3. Moore, Fiona, 2012. "Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer," International Business Review, Elsevier, vol. 21(2), pages 281-292.
    4. Jos Gamble, 2010. "Transferring Organizational Practices and the Dynamics of Hybridization: Japanese Retail Multinationals in China," Journal of Management Studies, Wiley Blackwell, vol. 47(4), pages 705-732, June.
    5. Bayari, Celal, 2010. "Japanese Hybrid Factories in Australia: Analysing Labor Relations and Reflecting on the Work of Tetsuo Abo," MPRA Paper 101832, University Library of Munich, Germany, revised 01 Feb 2010.

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