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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References listed on IDEAS
- 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, May.
- 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.
- 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.
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- 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.
- repec:spr:manint:v:52:y:2012:i:5:d:10.1007_s11575-011-0119-7 is not listed on IDEAS
- 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.
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KeywordsMicro-politics Control and resistance Multinational ethnography Contextual rationality;
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