Societal Effects and the Transfer of Business Practices to Britain and France
AbstractThis paper seeks to reconcile the notion of a 'societal effect' in business organisation with the considerable evidence that competitive pressures continuously lead national producers to emulate the business practices of other nations, which are perceived as providing a basis for superior economic performance. The paper identifies three sources of national specificity in the process of emulation giving rise to 'hybrid' models. First, the fact that a nation's manufacturers have a distinctive knowledge base means that adopting another nation's methods will depend on local learning involving trial and error. The more 'distant' the emulated technology is from the local one, the less likely it is that this learning process will result in an exact replica of the parent model. Second, when there are strong interdependencies between a nation's production methods and its systems of vocational training, there will be strong pressure to adopt new methods in ways that are compatible with existing career structures. Third, the fact each nation has a particular industrial relations legacy involving varying levels of trust between labour and management, means that new practices will be introduced through a distinctive process of negotiation and compromise giving rise to national specific effects.
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Bibliographic InfoPaper provided by DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies in its series DRUID Working Papers with number 98-15.
Date of creation: 1998
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Web page: http://www.druid.dk/
knowledge; learning processes; national specificity;
Find related papers by JEL classification:
- L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
- O33 - Economic Development, Technological Change, and Growth - - Technological Change; Research and Development; Intellectual Property Rights - - - Technological Change: Choices and Consequences; Diffusion Processes
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Lazonick, William, 1979. "Industrial Relations and Technical Change: The Case of the Self-Acting Mule," Cambridge Journal of Economics, Oxford University Press, vol. 3(3), pages 231-62, September.
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