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 inter- national, 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 © 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 © 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 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. © 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 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 © 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 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 © 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 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 © 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 © 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 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 © 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 © 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 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