By Anthony Ferner
This quantity seems to be at how multinational businesses deal with their workforces throughout borders. Its concentration is at the shaping of multinationals' employment practices throughout the interaction of structural forces: divergent nationwide company platforms, evolving supranational associations, and the dynamics of worldwide pageant. however it additionally scrutinises the multinational as an area within which contending actors pursue their very own energetic pursuits and techniques in the constraints of those broader forces. Its blend of cutting edge empirical and theoretical fabric will attract postgraduate scholars and researchers within the fields of foreign enterprise and comparative employment relatives.
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Additional info for Multinationals, Institutions and the Construction of Transnational Practices:Convergence and Diversity in the Global Economy
Scott, W. R. (1995) Institutions and Organizations, Thousand Oaks, CA: Sage. Sell, S. K. (2000) ‘Big Business and the New Trade Agreements’, in Stubbs, R. and Underhill, G. R. D. (eds), Political Economy and the Changing Global Order, Don Mills, Ontario: Oxford University Press, 174–83. Smith, C. and Meiksins, P. (1995) ‘System, Society and Dominance Effects in CrossNational Organisational Analysis’, Work, Employment and Society, 9, 2: 241–67. Strange, S. ’, in Crouch, C. and Streeck, W. (eds), Political Economy of Modern Capitalism.
Sharpe’s (2001) analysis of the transfer of work practices by a Japanese ﬁrm to its UK operations revealed different shopﬂoor traditions (such as unionization) and labour market conditions between the two sites that inﬂuenced the extent of transfer. Forms of power Debates on power have often become entangled in attempts to identify distinct forms or bases of power (for a critique, see Thompson and McHugh, 2002: 17–21). Yet, as Runciman (1999) argues, the many ‘bases’, such as expert knowledge, hierarchical position, and personal authority, can in fact be reduced to three forms.
This may be qualiﬁed by arguments about the power of subsidiaries to negotiate about their mandates, using such resources as their local market knowledge and the particular tacit competencies that they have developed. But this still takes the view that there are objective resources that are simply mobilized as need arises. Yet, subsidiary managers may be unaware of a resource, particularly when it is a tacit competence that is by deﬁnition hard to capture. They may also lack the skills or experience of deploying resources in a bargaining context.