Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics,control and resistance within a Japanese multinational |
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| Institution: | 1. Ohio University, College of Business, Athens, OH 45701;2. University of Memphis, Fogelman College of Business & Economics, Memphis, TN 38152;1. Lund University, Department of Translational Medicine, Malmö, Sweden;2. University of Oxford, Nuffield Department of Medicine, Oxford, UK;3. Karolinska Institute, Microbiology, Tumor and Cell Biology, Stockholm, Sweden;4. Landspitali University Hospital, Department of Virology, Reykjavik, Iceland;5. University of Iceland, Faculty of Medicine, School of Health Sciences, Reykjavik, Iceland;6. Landspitali University Hospital, Department of Infectious Diseases, Reykjavik, Iceland;1. School of Traffic and Transportation, Beijing Jiaotong University, Beijing 100044, China;2. School of Mathematics & Information Science, Henan Polytechnic University, Jiaozuo 454000, China;3. Department of Civil and Environmental Engineering, The Hong Kong Polytechnic University, Hong Kong, China |
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| Abstract: | This paper presents an ethnographic study of micro-politics, control and resistance within a Japanese multinational. The transfer of management practices within a multinational is a theoretically interesting context in which to examine these processes. The study reveals how micro-political strategies were sustained and resisted within different contexts, drawing on concepts of contextual rationality, contested rationality, institutional theory, labor process theory and recent theorizing of control processes within the multinational. |
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