Focusing on the role of actors in appropriating different ways of operating and by examining the effects of the institutional environment in the host country.
The diffusion of work processes across countries through foreign direct investment and technological collaborations is an increasingly important practice in today's global economy. Ayse Saka explores this process both by focusing on the role of actors in appropriating different ways of operating and by examining the effects of the institutional environment in the host country. The author uses the example of Japanese firms operating in the UK to explore how the diffusion of work systems occurs in practice. She finds that institutional, organisational and group characteristics, have great influence on the degree to which Japanese work systems are put to practice and accepted by UK adopter companies. The degree to which alternative work systems are accepted depends in part on the flexibility of the institutional setting and on social patterns of interaction in organisations.This unique and original book will appeal to a wide-ranging audience, including researchers, lecturers and scholars specialising in management studies in human resource management, industrial relations, organisational behaviour and international operations management. Cross-National Appropriation of Work Systems will also be invaluable to management practitioners and policymakers.
Table of Contents
List of figures vi
List of tables vii
PART I THEORETICAL BACKGROUND
Introduction 3 (7)
1 Work systems diffusion: neo-institutional 10 (45)
2 The double embeddedness barrier 55 (18)
PART II SOME EMPIRICAL EVIDENCE
3 Research methodology 73 (18)
4 Appropriation of Japanese work systems in 91 (33)
the UK: illustrations from the automotive
5 Conclusions, implications and limitations 124 (21)
Appendices 145 (12)
References 157 (20)