Remaking Management: Between Global and Local

Description

Debates about the consequences for work practices posed by the rapidly growing transnationalisation of business have become increasingly central to management studies, sociology, political science, geography and other disciplines. Remaking Management brings together a range of international contributors from different sub-disciplines in management to examine current theories of change or continuity of work practices in the context of fashionable claims about unstoppable globalisation or unmoveable national business systems. It provides theoretical and empirical challenges to both of these explanations. Rejecting an overemphasis on inevitable convergence or enduring divergence, the book reveals a mix of international, national and organisational-level influences on workplace practice. This is a rich and wide-ranging resource for graduate students and academics concerned with how organisations are responding to an increasingly complex commercial environment.

Review of the hardback: 'There are two very good reasons why, for all those interested in organisational change and the varieties of capitalism, this is a must buy. Firstly, it demonstrates the usefulness of a multi-level framework in which globalisation, varieties of capitalism and agency at the level of the organisation all matter. Secondly, by focusing on change at the company and workplace level, it provides much needed and up-to-date case studies to inform our teaching and research.' Jill Rubery, FBA, Professor of Comparative Employment Systems and Co-director of the European Work and Employment Research Centre, Manchester Review of the hardback: 'What went wrong in the management sciences? For the contributors to Remaking Management - a lot. Too much blind faith in globalization as the universal agent for making the earth flat for capitalist markets. Too much exceptionalism - complexity cannot be reduced to national business recipes and local flavors. What's to be done? Complexity respected, multiple causalities traced, triggers and tipping points reconstructed, emergent agencies and astonishing blind spots laid bare. Identities matter, ideologies are flexible, social actors rehearse roles they have yet to imagine. This book reveals key aspects of change, complexity, and diversity in contemporary management ideologies and practices.' Slawomir Magala, Rotterdam School of Management, Erasmus University Rotterdam '... the editors and the contributors present a theoretically informed, institutionally driven framework within which system and societal pressures may inhibit or reinforce dominance factors in the remaking of management best practice for work organisation and employment relations.' Ian Clark, Industrial Relations Journal