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Management Whipsawing

Author

Listed:
  • Ian Greer
  • Marco Hauptmeier

Abstract

The authors examine management whipsawing practices in the European auto industry based on more than 200 interviews and a comparison of three automakers. They identify four distinct ways in which managers stage competition between plants to extract labor concessions: informal, hegemonic, coercive, and rule-based whipsawing. Practices at the three auto firms differed from one another and changed over time because of two factors: structural whipsawing capacity and management labor relations strategy. In the context of economic globalization, whipsawing is an effective means for managers to extract concessions, to loosen national institutional constraints, and to diffuse employment practices internationally.

Suggested Citation

  • Ian Greer & Marco Hauptmeier, 2016. "Management Whipsawing," ILR Review, Cornell University, ILR School, vol. 69(1), pages 29-52, January.
    • Handle: RePEc:sae:ilrrev:v:69:y:2016:i:1:p:29-52
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    Cited by:

    1. Sean O'Brady, 2021. "Fighting precarious work with institutional power: Union inclusion and its limits across spheres of action," British Journal of Industrial Relations, London School of Economics, vol. 59(4), pages 1084-1107, December.
    2. Markus Helfen & Jörg Sydow & Carsten Wirth, 2020. "Service Delivery Networks and Employment Relations at German Airports: Jeopardizing Industrial Peace on the Ground?," British Journal of Industrial Relations, London School of Economics, vol. 58(1), pages 168-198, March.
    3. Dongwoo Park, 2023. "Lopsided inclusion: The impact of multi‐employer bargaining and class‐based unionism on non‐regular employment in South Korea," British Journal of Industrial Relations, London School of Economics, vol. 61(1), pages 110-132, March.
    4. Nathaniel Tetteh & Stephen Mustchin, 2023. "Contrasting union orientations and engagement with international private regulation: The agency and role of labour in MNC subsidiaries in Ghana," British Journal of Industrial Relations, London School of Economics, vol. 61(3), pages 506-525, September.

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