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"Smith, Chris, 1953-"
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Global Japanization?
Global Japaniziation? Brings together research from North America, Japan, Europe and Latin America to analyse the influence of Japanese manufacturing investment and Japanese working practices across the global economy. The editors present original case studies of work reorganization and workers’ experiences within both Japanese companies and those of their competitors in diverse sectors and national settings. These studies provide a wide-ranging critique of conventional accounts of Japanese models of management and production, and their implications for employees. They offer new evidence and fresh perspectives on the role of \"transplants\" in disseminating manufacturing innovations, and on the responses of non-Japanese firm in reorganizing production operations and industrial relations.
Part 1: The Japanese Model Prologue 1. Global Japanization? Convergence and Competition in the Organization of the Labour Process Tony Elger and Chris Smith 2. How Far from Japan? A Case Study of Japanese Press Shop Practice and Management Calculation Karel Williams , Itsutomo Mitsui and Colin Haslam 3. \"Japanese Management\" and the \"Loaning\" of Labour: Restructuring in the Japanese Iron and Steel Industry Toshiko Kamada Part 2: Transplants, Transfer and Adaptation Prologue 4. How Does the Japanese Model Transfer to the United States? A View from the Line Laurie Graham 5. Reunifying Conception and Execution of Work Under Japanese Production Management? A Canadian Case Study James Rinehart , David Robertson , Christopher Huxley and Jeff Wareham 6. Understanding the Transfer of Japanese Management Practices: the Australian Case
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Remaking management : between global and local
This title assembles a range of international contributors to examine current theories of change or continuity of work practices in the context of fashionable claims about unstoppable globalisation or unmoveable national business systems. It provides theoretical and empirical challenges to both of these explanations.
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