New technology and changing organisational forms: implications for managerial control and skills

Changes in organisational forms are central to the way new technologies impact on the future of work and employment. Drawing on case–study evidence of a call centre and its client relations and a multinational IT firm and its partnership with a government department, this paper explores the implications for skill and managerial control.     

Human Resource Management and the Permeable Organization: The Case of the Multi‐Client Call Centre*

ABSTRACT Despite the interest over recent years in the fragmentation of organizations and the development of contracting, little attention has been paid to the impact of the associated inter‐organizational relationships on the internal organization of employment. Inter‐organizational relations have been introduced primarily as a means of externalizing – and potentially rendering invisible – employment issues and employment relations. In a context where inter‐organizational relationships appear to be growing in volume and diversity, this constitutes a significant gap in the literature that this paper in part aims to fill. The purpose of the paper is two‐fold: to develop a framework for considering the internal and external organizational influences on employment and to apply this framework within a case study of a multi‐client outsourcing call centre. We explore the interactions between internal objectives, client demands and the use of external contracting in relation to three dimensions of employment policy: managing the wage‐effort bargain, managing flexibility and managing commitment and performance. It is the interplay between these factors in a dynamic context that provides, we suggest, the basis for a more general framework for considering human resource policy in permeable organizations.     

Buy-outs in Hungary,Poland and Russia: governance and finance issues1

The governments of Hungary, Poland and Russia have used buy-outs as an important privatization strategy which can be viewed as forming a continuum from straightforward sales where management and employees generally achieve significant ownership, as in Hungary, via intermediate approaches as in Poland where both payment and free distribution of shares are involved, to the Russian case where state-owned enterprises were effectively “given away” through a voucher privatization scheme. This paper, first, presents preliminary evidence on the extent and nature of post-privatization restructuring in buy-outs in these three countries, which highlights the transitory nature of this form of organization. Second, in the light of these findings, the paper analyses the possibilities and difficulties associated with enhancing corporate governance and finance.     

Economic trends in 1991/92 Western industrialised countries: the business cycle bottoms out

Economic trends in 1991/92 Western industrialised countries: the business cycle bottoms out