Transnational connections and anti‐colonial radicalism in the Royal Indian Navy mutiny, 1946

In this article, I explore the spatial politics of the Royal Indian Navy mutiny of 1946 and call for a more maritime sense of ‘the political’. The RIN only existed from 1934 to 1950; it became the Indian Navy after independence. Its mutiny in 1946, which was caused by a number of grievances from anticolonial nationalism to more mundane challenges about the standard of food, continues to be the dominant event in this history. Leela Gandhi (2014) used the RIN mutiny to challenge the binary distinction between elite and subaltern in much Indian historiography by depicting it as an ‘anti‐colonial counterpublic’, or space in which discourses other than the dominant nationalist framings of independence were mobilized. She also regards the mutiny as a potential example of inconsequential ethics in which, instead of worrying about its causes, the mutiny can be read as an experimental space in which democratic politics occurred, rather than one in which people were striving for a ‘successful’ outcome. I argue that, while there is much to be admired in Gandhi's reading of these events, she discounts the maritime nature of the RIN mutiny. In other words, she fails to acknowledge that travelling to different international locations allowed the sailors to learn about democracy and other ideas, which in turn influenced their beliefs about what the future of India, and the RIN, should look like. As a result, I argue for the need to explore in greater depth the important connections that exist between anti‐colonialism, democratic politics and the naval/maritime experience.     

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.     

Cities, material flows and the geography of spatial interaction: urban places in the system of chains

The emerging discourses on world cities and Global Commodity Chains are valuable spatial frameworks for conceptualizing globalization and its spatial consequences. However, both discourses have one thing in common: they neglect the territorial and thus physical dimension of global flows. Hence, in this article I take the perspective of material flows to reconnect the discourses on cities and chains. I aim to clarify the role of urban places and their ability to attract, manage and redirect flows in such networks. I do so by re-examining classical concepts of spatial interaction and reorganization in human geography, with particular reference to centrality and intermediacy. The case of seaports and port cities is further explored to demonstrate the concrete conflicts and opportunities that arise with chain developments and insertion. To determine the relative position of places with regard to global chains and flows, Sheppard's concept of 'positionality' is discussed.     

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.     

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.