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Diverging convergences in the transf...

Covarrubias V., Alex.

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Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil).

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil)./
作者:	Covarrubias V., Alex.
面頁冊數:	391 p.
附註:	Chair: Maria L. Cook.
Contained By:	Dissertation Abstracts International62-12A.
標題:	Sociology, Industrial and Labor Relations. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3037333
ISBN:	0493504982

Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil).
Covarrubias V., Alex.

Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil). - 391 p.

Chair: Maria L. Cook.

Thesis (Ph.D.)--Cornell University, 2002.

This research aims to contribute to better understanding the driving forces of today's transformation in workplace organization and employment practices and analyze the mechanisms through which global multinational corporations (MNCs) disseminate transnational patterns of human resource practices.

ISBN: 0493504982Subjects--Topical Terms:

1017858
Sociology, Industrial and Labor Relations.

Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil).
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100 1 $a Covarrubias V., Alex. $3 1250341
245 1 0 $a Diverging convergences in the transformation of employment relations systems in the auto industry: A cross-national comparative study of two Ford plants (Mexico, Brazil).
300 $a 391 p.
500 $a Chair: Maria L. Cook.
500 $a Source: Dissertation Abstracts International, Volume: 62-12, Section: A, page: 4351.
502 $a Thesis (Ph.D.)--Cornell University, 2002.
520 $a This research aims to contribute to better understanding the driving forces of today's transformation in workplace organization and employment practices and analyze the mechanisms through which global multinational corporations (MNCs) disseminate transnational patterns of human resource practices.
520 $a I propose that the global business strategies of MNCs and their supporting strategic international human resource management practices (SIHRM) are the key driving force promoting the transformation of employment practices worldwide. I find that there is a strong tendency to converge at distinctive multinational patterns of employment relations led by MNCs SIHRM practices, which implies: (a) transnational patterns in the transformation of employment and organizational practices across the frontiers of subsidiaries and affiliates of MNCs; (b) variations in the specific shape that these patterns take as a result of labor responses at the workplace level; (c) convergences at the micro-multinational level with divergences at the national one. I term these tendencies in the transformation of employment relations diverging convergences and I postulate that MNCs disseminate transnational patterns of employment practices through coercive/competitive, mimetic, and normative/cultural organizational isomorphism processes.
520 $a The evidence comes from two auto plants of Ford Motor Company operating in Mexico and Brazil and is supplemented by primary data of eleven other Ford plants operating in North America, South America, Europe and the Asia Pacific region. The research methods employed were fieldwork carried out from 1997 to 2000 through qualitative interviews with managers and labor union leaders, analysis of original documentation, participant observation, and through a survey questionnaire applied to a sample of workers. The cross national comparative case studies reveal how and why the global strategies of MNCs and the labor responses at the workplace level are interacting to create diverging convergences in the transformation of workplaces.
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