Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational
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.
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Volume (Year): 12 (2006)
Issue (Month): 3 (September)
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- Richard Whitley & 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, 05.
- 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.
- 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, 06.
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