CHANGING MANUFACTURING STRATEGY

This paper demonstrates an approach to successfully managing change of manufacturing strategy. It first introduces the issues and management guidelines, and then describes how one company used this approach to achieve dramatic benefits from changing its manufacturing strategy. A third part of the paper elaborates on how the company made the approach work.     

Evolutionary Psychology: Toward a New View of Human Nature and Organizational Society

The paper argues that evolutionary psychologyoffers a radical and challenging new perspective onhuman nature and organizational society. Its roots in aconvergence of insights and scientific discoveries from diverse natural and human sciences aredescribed, and how it seeks to avoid common fallacies ofearlier biological reasoning about human society.Recurrent themes in human nature and theirmanifestations are summarized, including sex and personalitydifferences, cognitive and affective biases, socialorientations, and preferred modes of social exchange.The paper concludes that we suffer the consequences of poor fit between our inherited natures andmany of the constructed environments in organizationalsociety, but that new emerging forms of organization maypresent us with the opportunities for social relations closer to the ancestral paradigms ofour psychology.     

The Mechanistic Structure Shift and Strategic Reorientation in Declining Firms Attempting Turnarounds

Past researchers have observed that decliningorganizations often experience mechanistic structuralchanges that centralize authority, increase reliance onformalized procedures, and reduce the amount of information flowing to top managers. Many haveproposed that this “mechanistic shift” indeclining organizations reduces their adaptivecapability by making innovative organizational change in response to decline less likely. However,despite much research on declining firms and theirturnaround attempts, many questions about mechanisticshifts remain, such as: (1) To what extent do declining firms become systematically mechanistic whentrying to recover from decline? (2) What aspects ofdeclining firms' situations make mechanistic shifts morelikely? (3) Do mechanistic shifts reduce the likelihood of large-scale strategic reorientation asdeclining firms attempt to recover? We sought answers tothese questions through an analysis of data fromin-depth interviews with top managers (mostly CEOs) at 29 U.S. firms attempting turnarounds fromdecline. Our primary finding was that mechanisticstructure shifts did restrict firms' abilities to changetheir strategic orientations in response to decline. Highlighting the important role of the contextof turnaround attempts, we further found the averagedeclining firm attempting a turnaround did not becomemore mechanistic, but that turnaround attempts launched from financial crises were significantly morelikely to lead to mechanistic shifts. Also, we foundthat the common practice of replacing the firm's CEOduring turnaround attempts had conflicting andparadoxical effects on firms' abilities to enact strategicreorientations.     

Toward Less Division of Labor? New Production Concepts in the Automotive, Chemical, Clothing, and Machine Tool Industries

In this contribution, we focus on the results ofthe Belgian Trend Study. The intention of this study wasto examine the prevalence of new production conceptswithin the widest possible range of companies in the automotive, the machine tool, thechemical, and the clothing industries. The Trend Studyaimed to answer the following questions: is theTaylorist division of labor a thing of the past? Whatare the alternatives? Are shifts in the division oflabor accompanied by another type of personnel policy,and do traditional industrial relations have to make wayfor this new approach? The methodological concept used had to guarantee that the findingsat the level of each industry could be generalized.Though the picture emerging from the empirical datacollected in the four industrial sectors is inevitablydiverse, the data make it possible merely to suggest aneo- rather than a post-Taylorist or -Fordistconcept.     

The Unmaking of Management? Change and Continuity in British Management in the 1990s

In the late 1980s, a series of reports —notably, The Making of Managers by CharlesHandy-outlined a development path for management in theU.K. This was to be based on the development of aneducation and training base and the model set by leadingcorporations. A decade later, this paper reviews currenttrends in managerial work and employment against theexpectations of the late 1980s. In doing so, it distinguishes between the objectivecondition of British management and itsinstitutionalized meaning within wider British society.It argues that recent accounts of changes in managerialwork and employment have focused solely on incremental changes inthe empirical domain and have neglected importantdiscursive shifts in the way management is understoodand enacted within organizations. These shifts have been catalyzed by the emergence of a series oforganizational initiatives-first, Total QualityManagement (TQM) and, latterly, lean production andBusiness Process Reengineering (BPR)-which aim tosystematically deconstruct management by emphasizing workerempowerment, delayering, downsizing, and theredistribution of managerial functions. In short,initiatives such as these are contributing to theunmaking of management. Managerial groups aresubject to intensification and polarization, whilemanagerial practices are diffused throughout the workprocess.     

Cognitive Style and the Theory and Practice of Individual and Collective Learning in Organizations

This paper reviews aspects of two largelydisparate literatures from the adjacent fields ofindividual and organizational learning and identifiessome implications for theory and practice. The focus of attention is the extent to which the individuallevel construct cognitive style can be meaningfullyapplied to aid the understanding of learning at thelevel of the organization as well as at the level of the individual. Attention is given to theways in which consideration of cognitive style canimprove the effectiveness of interventions designed toimprove individual and organizational performance. Nine categories of intervention areidentified.     

Climate riskscapes in world port cities: situating urban‐cosmopolitan risk communities via Ulrich Beck's comparative tactics

Building on empirical research into translocal connections among world port cities in addressing shared challenges of climate risk mitigation and adaptation, in this article I review two widespread tendencies in urban studies – methodological city‐ism and methodological globalism respectively – as a springboard for articulating a methodologically cosmopolitan alternative. This alternative, I argue, involves epistemological issues of how to interrogate ‘the urban’ as assemblages that constitutively draw together the near and the faraway, as well as more practical issues of mobile, multisited, and comparative urban research methods. Empirically, I compare the ways in which urban actors stage global climate risks on the waterfronts of four world cities – Hong Kong, Rotterdam, Yokohama and Copenhagen – to argue that such a comparative tactic of variable ‘riskscapes’ helps situate Ulrich Beck's notion of urban cosmopolitan risk communities more thoroughly into urban studies. In such ways, I suggest, Beck's methodological cosmopolitanism is germane to studying ongoing and far ranging transformation in world political geography, in which transurban networks, communities, and governance arrangements come to complement nation‐state centred institutions. Such conclusions must be tempered, however, by the deployment of Beck's equally strong impetus towards comparative attention to the varieties of second modernity; and doing so, I conclude, aligns well with ongoing transformations in urban studies itself.     

Challenges to the Social Foundations of Capitalism in an Age of Global Economics

Capitalism transforms its own social foundationseven as it holds forth the prospect of continuing humanadvancement. This paper examines changes innation-state, civil society, and democracy in response to the forces of global capitalism. Theseinstitutions, all associated with Western liberalism andthe advent of industrialization, represent forms ofsocial integration important to the success ofcapitalism. However, they appear to be deeply affected byeconomic globalization, and their capacities to ensuresocial stability are in que stion. This analysis leadsto policy directions for reducing the socially-corrosive effects of global capitalism, strengthening thecapacities of foundation social institutions, andexploring a value synthesis between liberalism and moralcommunity.     

Rethinking Management and Managerial Work: Capitalism, Control, and Subjectivity

The paper presents an alternative understandingof managerial work based upon a reconstruction of laborprocess theory. Drawing upon contemporary studies ofmanagement practice, the paper explores the relevance of poststructuralism and an attentiveness tosubjectivity to articulate a view of managerial work asthe subject and object of the contradictory organizationand control of capitalist labor processes. This understanding is illustrated by reference toempirical studies of ICI and is supplemented byinterview material drawn from a study of changingmanagement practices in the U.K.     

Sociotechnical Systems and Unions: Nicety or Necessity

Sociotechnical systems (STS) theorists havelargely ignored the role of unions both in theirtheoretical framework and in STS implementation. Thisoversight weakens the potential application anddissemination of STS theory and practice. STS democracy isfrequently seen by its proponents as preferable to uniondemocracy except when they come to the same conclusion.Unions have historically played a role in the development and success of seminal STSinitiatives but are not seen as a critical specificationfor success. Many practitioners have noted theinstrumental importance of unions in unionized settings without acknowledging class, conflict, or unionvalues. As such, many unions have dismissed or resistedSTS innovations. Despite these serious shortcomings, thelabor process argument has failed to produce a credible alternative to STS principles. Insome cases, the union role has been central to STSreforms and examples like these have prompted somenational union movements to promote work reform with an STS base. Recently, the American labor movementhas endorsed work reform approaches akin to STSapproaches. STS changes are seen not just as ways tochange managerial practices but also to alter unionstructures and functioning. As such, a union-rooted STSapproach provides greater societal and workplace impactbenefitting employees, employers, trade unions, and thesociety.