- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
This article examines the nature of recent changes that have taken place in organizational structures in unionized manufacturing settings, changes that contribute to the downward trend of unionization. When applied in their most effective manner, the changes limit the ability of this occupational group to exercise its historically strong influence on the shop floor. This article begins with an introduction to labor process theory and a brief history of shop-floor control. This is followed by a general description of the Japanese-Style Management System (JSMS) and its impact on organizational change. The article also discusses how the JSMS works to undermine worker control. It examines first, formal controls that union workers have established through negotiated contract language and second, informal controls such as solidarity arrangements that workers created to benefit each other. The last two sections of this article include examples of worker resistance and concluding remarks.
Laurie Graham is currently an Assistant Professor of Organizational Leadership and Supervision, and also Women's Studies, at Purdue University. Her research focuses on the nature of worker resistance, emergence of gendered subcultures in work organizations, the use of temporary workers as a form of social control, and the impact of lean production systems on worker health and safety. She is the author of On the Line at Subaru-Isuzu: The Japanese Model and the American Worker (1995).
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