Remaking Management: Between Global and Local Edited by Chris Smith, Brendan Mcsweeney and Robert Fitzgerald Frontmatter More Information

Cambridge University Press 978-0-521-86151-9 - Remaking Management: Between Global and Local Edited by Chris Smith, Brendan McSweeney and Robert Fitzgerald Frontmatter More information

Remaking Management

Debates about the consequences for work practices posed by the rapidly growing transnationalisation of business have become increasingly central to management studies, sociology, political science, geography and other disciplines. Remaking Management brings together a range of international contributors from different sub-disciplines in management to examine current theories of change or continuity in relation to work practices, in the context of fashionable claims about unstoppable globalisation or immovable national business systems. It provides theoretical and empirical challenges to both of these explanations, rejecting an overemphasis on inevitable convergence and enduring divergence. The book reveals a mix of international, national and organisational influences on workplace practice, providing a rich and wide-ranging resource for graduate students and academics concerned with how organisations are responding to an increasingly complex commercial environment.

CHRIS SMITH is Professor of Organisational Studies at Royal Holloway, University of London.

BRENDAN MCSWEENEY is Professor of Management at Royal Holloway, University of London.

ROBERT FITZGERALD is Reader in Business History and International Management at Royal Holloway, University of London.

© in this web service Cambridge University Press www.cambridge.org Cambridge University Press 978-0-521-86151-9 - Remaking Management: Between Global and Local Edited by Chris Smith, Brendan McSweeney and Robert Fitzgerald Frontmatter More information

REMAKING MANAGEMENT Between Global and Local

Edited by Chris Smith

Brendan McSweeney

Robert Fitzgerald

University Printing House, Cambridge cb2 8bs, United Kingdom

Cambridge University Press is part of the University of Cambridge. It furthers the University’s mission by disseminating knowledge in the pursuit of education, learning and research at the highest international levels of excellence.

www.cambridge.org Information on this title: www.cambridge.org/9780521861519 © Cambridge University Press 2008 Th is publication is in copyright. Subject to statutory exception and to the provisions of relevant collective licensing agreements, no reproduction of any part may take place without the written permission of Cambridge University Press. First published 2008 First paperback edition 2010 A catalogue record for this publication is available from the British Library isbn 978-0-521-86151-9 Hardback isbn 978-0-521-17280-6 Paperback Cambridge University Press has no responsibility for the persistence or accuracy of URLs for external or third-party internet websites referred to in this publication, and does not guarantee that any content on such websites is, or will remain, accurate or appropriate.

Contents

List of tables page ix Notes on contributors xi

1 Remaking management: neither global nor national Brendan McSweeney, Chris Smith and Robert Fitzgerald 1

Part I Conceptualising International and Comparative Management 17

Preface: Dominance, diversity and the historical process in management practice Chris Smith, Brendan McSweeney and Robert Fitzgerald 19

2 Work organisation within a dynamic globalising context: a critique of national institutional analysis of the international firm and an alternative perspective Chris Smith 25

3 Cultural diversity within nations Brendan McSweeney 61

4 Business systems, institutions and economic development: the value of comparison and history Robert Fitzgerald 90

Part II Systems in Transition 119

Preface: System as same and different Brendan McSweeney 121

vi Contents

5 The post-socialist transformation and global process: knowledge and institution building in organisational settings Ed Clark 127

6 The diffusion of HRM practices from the United Kingdom to China Jos Gamble 156

7 Surviving through transplantation and cloning: the Swiss Migros hybrid, Migros-Tu¨rk Gu¨l Berna O¨ zcan 181

Part III Society as Open and Closed 207

Preface: Society and comparative differences Robert Fitzgerald 209

8 Capitalism and Islam: Arab business groups and capital flows in south-east Asia Rajeswary Ampalavanar Brown 217

9 Challenges to the German theatrical employment system: how long-established institutions respond to globalisation forces Axel Haunschild 251

10 Between the global and the national: the industrial district concept in historical and comparative context Andrew Popp 271

11 Transnational learning and knowledge transfer: a comparative analysis of Japanese and US MNCs’ overseas R&D laboratories Alice Lam 292

Part IV The Search for Global Standards 331

Preface: Dominance, best practice and globalisation Chris Smith 333

vii Contents

12 The unravelling of manufacturing best-practice strategies Alan Pilkington 341

13 Policy transfer and institutional constraints: the diffusion of active labour market policies across Europe Michael Gold 358

14 Comparative management practices in international advertising agencies in the United Kingdom, Thailand and the United States Chris Hackley and Amy Rungpaka Tiwsakul 380

15 Corporate social responsibility in Europe: what role for organised labour? Axel Haunschild, Dirk Matten and Lutz Preuss 404

16 Can ‘German’ become ‘international’? Reactions to globalisation in two German MNCs Fiona Moore 428

Index 459

Tables

5.1 The institutional gap page 131 5.2 Post-socialist organisational change, knowledge processes and globalising implications 134 6.1 HRM practices transferred from the United Kingdom to China 166 6.2 Grading structure in UK-Store 174 8.1 Arab commercial firms with capital of over 10,000 guilders, 1885 232 11.1 The interview sample 301 11.2 A profile of the international R&D organisation of the four companies 302 12.1 International car production, 1950–90 343 12.2 Comparison of value added per motor vehicle employee (dollars), 1986–90 345 12.3 Net income (loss) for Japanese car manufacturers (million yen), 1990–6 346 12.4 Manufacturing effectiveness of Japanese car manufacturers, 1990 347 12.5 US and UK manufacturing structures, 1973–92 352 15.1 Trade unions and CSR: three TNC case studies 418

Notes on contributors

Editors

Chris Smith (Ph.D. Bristol) is Professor of Organisational Studies at the School of Management, Royal Holloway, University of London. He was previously at the University of Aston, and has held visiting positions at the Universities of Hong Kong, Sydney, Wollongong and Griffith. His main research interests are the sociology of professions, labour process theory and the comparative analysis of work. Some of his books are: Technical Workers (1987); Reshaping Work: The Cadbury Experience (1990) (with John Child and Michael Rowlinson); Global Japanization? (1994) (with Tony Elger); Engineering Labour (1996) (with Peter Meiksins); and Assembling Work: Remaking Factory Regimes in Japanese Multinationals in Britain (2005) (with Tony Elger). He has conducted fieldwork-based research in Australia, China, Mexico and the United Kingdom.

Brendan McSweeney (Ph.D. LSE) is Professor of Management at Royal Holloway, University of London. He has published papers on a variety of issues in journals such as: Accounting, Organizations and Society; Human Relations; Journal of International Business Studies; Journal of Organizational Change Management; and The Political Quarterly. He has undertaken field studies in Belgium, Ireland, Italy, the United Kingdom and the United States. Robert Fitzgerald (Ph.D. Royal Holloway London) is Reader in Business History and International Management at Royal Holloway, University of London. He has published on international and comparative business and on business history. In addition to numerous articles in academic journals, he has been responsible for a wide range of monographs and edited books, including Rowntree and the Marketing Revolution (1995), Origins of Japanese Industrial Power (1995) and Development of Corporate Governance in Japan and Britain (2003), and he is currently writing Corporation: Rise of the Global Company. He has conducted research in the United Kingdom, the United States, Canada, Australia, South Africa, Ireland, Japan and South Korea.

xii Notes on contributors

Contributors

Rajeswary Ampalavanar Brown (Ph.D. SOAS) is Reader in Business History at the School of Management, Royal Holloway, University of London. She has published the following single-author monographs: The Indian Minority and Political Change in Malaya, 1945–1957 (1981); Capital and Enterpreneurship in South East Asia (1994); Chinese Big Business and the Wealth of Asian Nations (2000); and The Rise of the Corporate Economy in South East Asia (2006). She is currently working on Islamic banks and Islamic philanthropy in South-East Asia and their global connections. She has carried out research in South-East Asia, East Asia and the Middle East. Ed Clark (Ph.D. Glasgow) is Reader in Organisation Studies at the School of Management, Royal Holloway, University of London. He has been conducting research into the trasformation of management and organisation in post-socialist Europe since 1991, using intensive fieldwork methods to examine the different processes of change undertaken within former state-owned enterprises. He has published widely in international journals such as Organization Studies, Human Relations, Journal of Management Studies, Work, Employment and Society and the International Journal of Human Resource Management. He has conducted fieldwork in the Czech Republic and Slovenia.

Jos Gamble (Ph.D. SOAS) is Reader in Asia Pacific Business at the School of Management, Royal Holloway, University of London. In addition to a research monograph Shanghai in Transition (2003) he has published in journals such as: Journal of Management Studies; International Journal of Human Resource Management; Work, Employment and Society; Journal of World Business; Asia Pacific Business Review; Asian Business and Management; and Modern China. He has undertaken field research in China, Japan, South Korea, Malaysia and Thailand. Michael Gold (Ph.D. Edinburgh) is Senior Lecturer in European Business and Employee Relations at the School of Management, Royal Holloway, University of London, and publishes principally in the field of European employment policy. His articles have appeared in numerous academic journals, and he is currently editing a second edition of his book The Social Dimension: Employment Policy in the European Community, to be published in 2008. He has carried out research extensively for the European Foundation for the Improvement of Living and Working Conditions, based in Dublin. He has undertaken field work in Austria, Belgium, Denmark, France, Greece, Ireland, Italy, Malta, the Netherlands, Spain and the United Kingdom, and within the European Commission.

xiii Notes on contributors

Chris Hackley (Ph.D. Strathclyde) is Professor of Marketing at the School of Management, Royal Holloway, University of London. His work has appeared in various journals, including the British Journal of Management, the International Journal of Advertising, the Journal of Advertising Research, Consumption, Markets and Culture, the Journal of Management Studies and the Journal of Business Ethics. His books include Marketing and Social Construction (2001), Doing Research Projects in Marketing, Management and Consumer Research (2003) and Advertising and Promotion: Communicating Brands (2005). He has conducted fieldwork in advertising agencies in the United Kingdom, the United States and Thailand. Axel Haunschild (Dr. rer. pol. Hamburg) is Senior Lecturer in Human Resource Management (HRM) at the School of Management, Royal Holloway, University of London, and a Guest Professor of HRM at University of Innsbruck. His work has been published in journals such as Human Relations, International Journal of Human Resource Management, British Journal of Industrial Relations, Creativity and Innovation Management and Journal of Organizational Behavior. He has undertaken field studies in Germany, the United Kingdom and Austria. Alice Lam (Ph.D. LSE) is Professor of Organisation Studies at the School of Management, Royal Holloway, University of London. Her research focuses on the relationship between organisational forms, knowledge creation and societal institutions. Her current work is exploring the innovative employment dynamics of network organisations in knowledge-intensive sectors. She has published widely in a range of academic journals, including Organization Studies, Journal of Management Studies and Industrial Relations. She has undertaken fieldwork in Japan and the United Kingdom.

Dirk Matten (Dr. rer. pol., Dr. habil., Heinrich-Heine-Universita¨tDu¨sseldorf) holds the Hewlett-Packard Chair in Corporate Social Responsibility at the Schulich School of Business, York University, Toronto. From 2004 to 2006 he wasaProfessorofBusinessEthicsattheSchoolofManagement,Royal Holloway, University of London, and he remains a Visiting Professor at the School. His work has appeared in a number of journals, including Academy of Management Review, Journal of Management Studies, Organization Studies, Human Relations, Business Ethics Quarterly and Journal of Business Ethics.Hehas taught and carried out research at universities in Australia, Belgium, Canada, the Czech Republic, France, Germany, Italy, the United Kingdom and the United States.

Fiona Moore (Ph.D. Oxford) is currently Lecturer in International Human Resource Management at the School of Management, Royal Holloway, University of London. She has conducted research with German businesspeople in the City of London

xiv Notes on contributors

and Frankfurt, the managers and workers of a German automobile manufacturer’s British and Bavarian plants, and Korean expatriates in Surrey. Her publications include the monograph Transnational Business Cultures: Life and Work in a Multinational Corporation (2005) and papers in the Journal of International Human Resource Management, Management International Review and Global Networks.

Gu¨l Berna O¨ zcan (Ph.D. LSE) is Senior Lecturer in Corporate Governance and European Business at the School of Management, Royal Holloway, University of London. She has published papers on a variety of issues in journals such as: World Development; Comparative Economic Studies; Environment and Planning C: Government and Policy; and Entrepreneurship and Regional Development. Her book Building States and Markets: Enterprise Development in Central Asia was published in 2007. She has carried out research in Italy, Turkey and three Central Asian states: Kazakhstan, Kyrgyzstan and Uzbekistan. Alan Pilkington (Ph.D. Aston University) is Senior Lecturer in Operations and Technology Management at the School of Management, Royal Holloway, University of London. His current research includes developing patent analysis techniques to explore inventor and technology networks, analysing bibliometric data to define emerging research streams, and the adoption of process improvement methodologies for strategic advantage. He has published in many journals, including: California Management Review, Technovation and International Journal of Operations and Production Management. He has conducted field research in Europe, North America, the Far East and Australia.

Andrew Popp (Ph.D. Sheffield Hallam) is Senior Lecturer in Business History, Royal Holloway, University of London. He has published widely on subjects in British business history in journals such as: Business History, Economic History Review, Enterprise and Society, Organization Studies and Management and Organizational History. To date his archival research has been conducted in the United Kingdom. Lutz Preuss (Ph.D. King’s College London) is Lecturer in European Business Policy at the School of Management, Royal Holloway, University of London, where he is also Programme Director of the M.Sc. Sustainability and Management. His research has been published in journals, such as Journal of Business Ethics, Business Strategy and the Environment and Journal of Public Affairs.HeisalsotheauthorofThe Green Multiplier (2005). He has undertaken fieldwork in a number of European countries, including the United Kingdom and Germany.

Amy Rungpaka Tiwsakul (M.Sc. Birmingham) is Tutor in Marketing at the School of Management, University of Surrey. Her Ph.D., which is in progress at Royal Holloway, University of London, is based on fieldwork with advertising and media

xv Notes on contributors

practitioners and young consumers in the United Kingdom and Thailand. Her research into consumer, ethical and regulatory issues in product placement on television has been published in the International Journal of Advertising, the Journal of Marketing Communications and Advances in Consumer Research (Asia Pacific). She has conducted research in the United Kingdom and Thailand.