{"title":"A New Model Ford?","authors":"S. Babson","doi":"10.1201/9781315037820-5","DOIUrl":"https://doi.org/10.1201/9781315037820-5","url":null,"abstract":"","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129203442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/13602389600000019
Kōichi Ogasawara, H. Ueda
The authors discuss the changing character of production strategies and organizational arrangements at three leading Japanese automotive assemblers against a background of concern with the impact of work regimes upon employees. Innovations in production line organization are compared within and between the companies, and the argument advanced suggests that the attempt to ‘humanize’ work routines and procedures, by the leading company especially, has met with mixed results. Sornetimcs more ‘efficient’ technologies and forms of organization have been inhibited in the pursuit of ‘human-centred’ forms of work organization. Nevertheless, the article points up the considerable variations which exist both between and within Japanese companies and trade unions with respect to the understanding of the role played by labour.
{"title":"The Changing Nature of Japanese Production Systems in the 1990s and Issues for Labour Studies","authors":"Kōichi Ogasawara, H. Ueda","doi":"10.1080/13602389600000019","DOIUrl":"https://doi.org/10.1080/13602389600000019","url":null,"abstract":"The authors discuss the changing character of production strategies and organizational arrangements at three leading Japanese automotive assemblers against a background of concern with the impact of work regimes upon employees. Innovations in production line organization are compared within and between the companies, and the argument advanced suggests that the attempt to ‘humanize’ work routines and procedures, by the leading company especially, has met with mixed results. Sornetimcs more ‘efficient’ technologies and forms of organization have been inhibited in the pursuit of ‘human-centred’ forms of work organization. Nevertheless, the article points up the considerable variations which exist both between and within Japanese companies and trade unions with respect to the understanding of the role played by labour.","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131181034","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/13602389600000018
K. Williams
The authors argue that the elevation of Japanese manufacturing management in the West rested on the idea that superior performance resulted from new productive techniques and different systems of management. The object of this article is to shift the balance of placing more weight on structural factors and less on management success or failure. Attention is drawn to the fact that Japanese industry operated in a favourable domestic environment. Output expansion at home and a favourable social settlement (wages, hours worked) operated to ensure that exports, sold in markets where quite different social settlements set higher prices, generated a great deal of cash for Japanese producers. It is argued that the erosion, if not disappearance, of these favourable conditions from the mid-1980s onward has contributed substantially to the recent difficulties of Japanese producers.
{"title":"A Fallen Idol? Japanese Management in the 1990s","authors":"K. Williams","doi":"10.1080/13602389600000018","DOIUrl":"https://doi.org/10.1080/13602389600000018","url":null,"abstract":"The authors argue that the elevation of Japanese manufacturing management in the West rested on the idea that superior performance resulted from new productive techniques and different systems of management. The object of this article is to shift the balance of placing more weight on structural factors and less on management success or failure. Attention is drawn to the fact that Japanese industry operated in a favourable domestic environment. Output expansion at home and a favourable social settlement (wages, hours worked) operated to ensure that exports, sold in markets where quite different social settlements set higher prices, generated a great deal of cash for Japanese producers. It is argued that the erosion, if not disappearance, of these favourable conditions from the mid-1980s onward has contributed substantially to the recent difficulties of Japanese producers.","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"91 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121613163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000022
J. Humphrey
Latin American scholars have shown considerable interest in the spread of Japanese methods in the continent and their potential impact on labour. Evidence from case studies shows intensive use of techniques such as multitasking, team-working, statistical process control and cellular manufacture. In some cases, firms have invested heavily in education and training in order to make viable new production strategies, and there is some evidence of attempts to stabilize labour forces and establish better plant-level relations with workers. This apparent break with the practices of peripheral Fordism does not appear to be accompanied by improvements in company-union relations. Where unions are strong, management have attempted to undermine union power. Where unions are weak, managements have continued to deny the legitimacy and relevance of union represcntation. Companies seek the flexibility to rnake labour work harder as well as smarter, and they are introducing individualized assessment and incentive schemes ...
{"title":"New Manufacturing Strategies and Labour in Latin America","authors":"J. Humphrey","doi":"10.1080/13602389600000022","DOIUrl":"https://doi.org/10.1080/13602389600000022","url":null,"abstract":"Latin American scholars have shown considerable interest in the spread of Japanese methods in the continent and their potential impact on labour. Evidence from case studies shows intensive use of techniques such as multitasking, team-working, statistical process control and cellular manufacture. In some cases, firms have invested heavily in education and training in order to make viable new production strategies, and there is some evidence of attempts to stabilize labour forces and establish better plant-level relations with workers. This apparent break with the practices of peripheral Fordism does not appear to be accompanied by improvements in company-union relations. Where unions are strong, management have attempted to undermine union power. Where unions are weak, managements have continued to deny the legitimacy and relevance of union represcntation. Companies seek the flexibility to rnake labour work harder as well as smarter, and they are introducing individualized assessment and incentive schemes ...","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130855855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000023
K. Ellegård
The article deals with the question: What does the ‘Volvo model’ stand for’? Two car assembly plants within the Volvo Car Corporation are the main exponents of the ‘Volvo model’, namely the Kalmar and Uddevalla plants, which were innovative and successful. There has been an open atmosphere to new ideas in the company at the top level and innovative ideas were stimulated at Kalmar and Uddevalla. However, simultaneously there was no strategy for spreading the innovations within the company, and resistance to the new ideas within the other operative units was strong. Therefore the diffusion of internal, Volvo-generated innovations was taken on solely by individuals or groups of individuals who were already committed to the ideas. In the Volvo TWR joint venture Autonova AB, the principles of the Reflective Production System, once developed within the Volvo Uddevalla plant, are being further developed. So, Volvo still has a joker left in the pack…
{"title":"Volvo – A Force for Fordist Retrenchment or Innovation in the Automobile Industry?","authors":"K. Ellegård","doi":"10.1080/13602389600000023","DOIUrl":"https://doi.org/10.1080/13602389600000023","url":null,"abstract":"The article deals with the question: What does the ‘Volvo model’ stand for’? Two car assembly plants within the Volvo Car Corporation are the main exponents of the ‘Volvo model’, namely the Kalmar and Uddevalla plants, which were innovative and successful. There has been an open atmosphere to new ideas in the company at the top level and innovative ideas were stimulated at Kalmar and Uddevalla. However, simultaneously there was no strategy for spreading the innovations within the company, and resistance to the new ideas within the other operative units was strong. Therefore the diffusion of internal, Volvo-generated innovations was taken on solely by individuals or groups of individuals who were already committed to the ideas. In the Volvo TWR joint venture Autonova AB, the principles of the Reflective Production System, once developed within the Volvo Uddevalla plant, are being further developed. So, Volvo still has a joker left in the pack…","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129615428","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000026
Michael Rawlinson, P. Wells
{"title":"Taylorism, Lean Production and the Automotive Industry","authors":"Michael Rawlinson, P. Wells","doi":"10.1080/13602389600000026","DOIUrl":"https://doi.org/10.1080/13602389600000026","url":null,"abstract":"","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"99 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127672336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000017
P. Stewart
The author argues that the current hcgernonic conceptions of the trajectory of Japanese management at home and abroad allow for only a limited understanding of the broader sociological questions relating to the subordination-insubordination of labour. The Japanese management school in the UK reifies Japancsc management by either overplaying its consensual nature or over-estimating its coercive features. In addition, it is suggested that the arguments about ‘Japan’ in the Japanization school provide the basis, significant differences notwith-standing, for the ideological agcnda of the lean production school. A more nuanced account of Japan and Japanese management would draw upon the nature of struggles in the workplacc and the wider society. While some of thesc struggles can be contained within corporatist management and union strategies, othcrs clearly cannot. This suggests that a broader understanding of the uncvcnness of workplacc subordination and quiescence requires an agenda which gocs beyond that pr...
{"title":"Beyond Japan, Beyond Consensus? From Japanese Management to Lean Production","authors":"P. Stewart","doi":"10.1080/13602389600000017","DOIUrl":"https://doi.org/10.1080/13602389600000017","url":null,"abstract":"The author argues that the current hcgernonic conceptions of the trajectory of Japanese management at home and abroad allow for only a limited understanding of the broader sociological questions relating to the subordination-insubordination of labour. The Japanese management school in the UK reifies Japancsc management by either overplaying its consensual nature or over-estimating its coercive features. In addition, it is suggested that the arguments about ‘Japan’ in the Japanization school provide the basis, significant differences notwith-standing, for the ideological agcnda of the lean production school. A more nuanced account of Japan and Japanese management would draw upon the nature of struggles in the workplacc and the wider society. While some of thesc struggles can be contained within corporatist management and union strategies, othcrs clearly cannot. This suggests that a broader understanding of the uncvcnness of workplacc subordination and quiescence requires an agenda which gocs beyond that pr...","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115182776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000025
U. Bochum, C. Dörrenbächer
{"title":"Reactions to the Crisis: Job Losses, Shortened Working Week, Income Losses and Business Re-engineering in the German Auto Industry","authors":"U. Bochum, C. Dörrenbächer","doi":"10.1080/13602389600000025","DOIUrl":"https://doi.org/10.1080/13602389600000025","url":null,"abstract":"","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116922052","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000020
W. Lewchuk, D. Robertson
Benchmarking is being used extensively in management's drive to achieve ‘world class’ levels of performance. The majority of benchmarking studies have little if anything to say about working conditions or the tradeoffs between productivity improvements and the conditions of working life. This article is based on a study which focuses on working conditions as described by workers, raising questions about the tradeoffs betwcen work reorganization and the quality of working life under Lean Production. The results, based on a survey of 1670 workers at 16 different companies, suggest that work life under Lean Production has not improved. Compared with workers in traditional Fordist style plants, those at Lean companies reported their work load was heavier and faster. They rcported work loads were increasing and becoming faster. They reported it was difficult to change things they did not like about their job and that it was becoming more difficult to get time off. While our survey results suggest that working ...
{"title":"Working Conditions under Lean Production: A Worker-based Benchmarking Study","authors":"W. Lewchuk, D. Robertson","doi":"10.1080/13602389600000020","DOIUrl":"https://doi.org/10.1080/13602389600000020","url":null,"abstract":"Benchmarking is being used extensively in management's drive to achieve ‘world class’ levels of performance. The majority of benchmarking studies have little if anything to say about working conditions or the tradeoffs between productivity improvements and the conditions of working life. This article is based on a study which focuses on working conditions as described by workers, raising questions about the tradeoffs betwcen work reorganization and the quality of working life under Lean Production. The results, based on a survey of 1670 workers at 16 different companies, suggest that work life under Lean Production has not improved. Compared with workers in traditional Fordist style plants, those at Lean companies reported their work load was heavier and faster. They rcported work loads were increasing and becoming faster. They reported it was difficult to change things they did not like about their job and that it was becoming more difficult to get time off. While our survey results suggest that working ...","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116753507","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-06-01DOI: 10.1080/13602389600000024
J. Durand
The French auto industry is now one of the most successful in the world and has developed markets in other European countries and further afield. The intriguing background to this has been that the French manufacturers, Renault and PSA, have developed strategies based largely upon homegrown employment cultures. While the companies have spent considerable time in Japan, the specificity of French employment practices and employee relations have intervened to block or significantly moderate outside practices. Perhaps the most important lesson is that any organizational system cannot be separated from its social, historical and economic context, in which the interests of different actors impact upon the process of innovation.
{"title":"Competitivity of the Automobile Industry: The French Way","authors":"J. Durand","doi":"10.1080/13602389600000024","DOIUrl":"https://doi.org/10.1080/13602389600000024","url":null,"abstract":"The French auto industry is now one of the most successful in the world and has developed markets in other European countries and further afield. The intriguing background to this has been that the French manufacturers, Renault and PSA, have developed strategies based largely upon homegrown employment cultures. While the companies have spent considerable time in Japan, the specificity of French employment practices and employee relations have intervened to block or significantly moderate outside practices. Perhaps the most important lesson is that any organizational system cannot be separated from its social, historical and economic context, in which the interests of different actors impact upon the process of innovation.","PeriodicalId":212252,"journal":{"name":"Beyond Japanese Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114911474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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