Globalization and Employment Relations in the Korean Auto Industry: The Case of the Hyundai Motor Company in Korea,Canada and India

Examination is made of the complex interactions between globalization and employment relations as reflected in the operations of the Hyundai Motor Company (HMC) in Korea, Canada and India. After the closure of its short-lived attempt to manufacture cars for the North American market from Canada, the HMC ‘relaunched’ its globalization strategy in India in 1998. An examination of Hyundai's experience in both countries suggests that employment relations is likely to continue to be an evolving blend of company-specific policies and locally-based practices.     

MANAGEMENT STRATEGY AND NEW TECHNOLOGY IN RETAIL DISTRIBUTION: A COMPARATIVE CASE STUDY

This paper examines the establishment of two large dry food warehouses or distribution centres (DCs) each of which involved much technological innovation. We explore whether the introduction of the same technology into two similar DCs in one corporation leads to similar outcomes and to what extent such a technological change may influence organizational behaviour. We assess the managerial strategies and tactics associated with the technological change and the subsequent experiences at each site. In short, distribution centre A (DCA) was plagued by industrial disruption and had low productivity. By contrast, distribution centre B (DCB) had virtually no disruption and had high productivity. Following a change of corporate strategy, DCA was contracted out to a third party independent operator and became DCX. the new management immediately reduced the industrial disruption there and appeared to increase the productivity too; thus DCX was transformed in comparison with DGA. These contrasts are explained in terms of differing managerial strategies, patterns of industrial relations and work organization. We conclude that these three factors are crucial in determining the success of technological change and are more important determinants of organizational behaviour than is the particular type of technology.     

Australian white-collar unionism in transition

Australian white-collar and professional employees are experiencing the dual impact of technological change and unemployment, which has weakened their militancy. Russell Lansbury discusses how future trends will depend on the power exercised by those occupying strategic positions in labour markets.     

Codetermination and technological change in the German automobile industry*

This article examines how works councils in the West German automobile industry have influenced management approaches to technological change in three firms. The authors argue that while the post-war industrial relations consensus in Germany can be increasingly questioned, car-makers in the English speaking countries have important lessons to learn from their German counterparts.     

The Tomteboda Mail Centre Revisited

The first issue of NTWE featured a piece on work organisation at the Swedish Mail Centre at Tomteboda. In the light of a recent visit there, the author responds to that original account.     

Socially Responsible Investing and Climate Change: Contradictions and Challenges

This article explores the contradiction between the articulated investment policies, screening criteria or ethical charters of socially responsible investment funds and their actions demonstrated by their portfolio selection practice. The paper provides a background to socially responsible investment and Australia's contribution to greenhouse gas emissions. A discussion of renewable energy options lays the foundation for our main assertion: that this set of possible alternatives provides some new and more environmentally robust options that will better complement the underlying philosophy of funds in the socially responsible investment sector.     

Trends in industrial relations and human resource policies and practices: Australian experiences

This article seeks to chart the main trends which have occurred in Australian industrial relations and human resource (IR/HR) policies and practices, at the macro-level, during the past decade. It also attempts to link changes at the macro-level with those at the micro-level, by drawing on case-study data from nine large organizations in both the private and public sectors. The framework for the case studies is derived from a broader international project initiated by Kochan et al.at MIT (see Kochan, 1991). A set of IR/HR practices were chosen to enable changes in employment relations to be studied in a systematic manner in various industries. Drawing upon these data, our research sought to analyse the dominant patterns in each of the core IR/HR areas, the degree of change which had occurred and the reasons for these changes. This also enabled alternative hypotheses to be tested, as outlined later in this article.     

Interests, Institutions and Industrial Relations

In the comparative politics literature there are two main approaches to the impact of international economic change on national policy patterns. The first — new institutionalism — has been very influential in comparative industrial relations scholarship. The second, which focuses on the role of interests, has been less prominent. Comparing industrial relations reform in Australia and New Zealand during the 1980s and 1990s, this paper argues that there are a number of limitations to an institutionalist approach and outlines a framework for the comparative study of the impact of international economic change on national patterns of industrial relations which integrates both institutionalist and interest‐based approaches.