Show simple item record

dc.contributor.authorGreer, Ian
dc.contributor.authorHauptmeier, Marco
dc.date.accessioned2020-11-17T17:26:09Z
dc.date.available2020-11-17T17:26:09Z
dc.date.issued2016-01-01
dc.identifier.other10412536
dc.identifier.urihttps://hdl.handle.net/1813/75830
dc.description.abstractThe authors examine management whipsawing practices in the European auto industry based on more than 200 interviews and a comparison of three automakers. They identify four distinct ways in which managers stage competition between plants to extract labor concessions: informal, hegemonic, coercive, and rule-based whipsawing. Practices at the three auto firms differed from one another and changed over time because of two factors: structural whipsawing capacity and management labor relations strategy. In the context of economic globalization, whipsawing is an effective means for managers to extract concessions, to loosen national institutional constraints, and to diffuse employment practices internationally.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell University. Reprinted with permission. All rights reserved.
dc.subjectwhipsawing
dc.subjectlabor competition
dc.subjectlabor relations
dc.subjectauto industry
dc.subjectmultinational corporations
dc.subjectmanagement strategy
dc.subjectglobalization
dc.subjectEuropean Works Councils
dc.subjectlabor unions
dc.titleManagement Whipsawing: The Staging of Labor Competition under Globalization
dc.typearticle
dc.description.legacydownloadsGreer2_Management_Whipsawing.pdf: 408 downloads, before Oct. 1, 2020.
local.authorAffiliationGreer, Ian: icg2@cornell.edu Cornell University
local.authorAffiliationHauptmeier, Marco: Cardiff University


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

Statistics