New production arrangements

the totally flexible cage?

Patrick Mark Dawson, Jan Webb

Research output: Contribution to journalArticle

76 Citations (Scopus)

Abstract

This paper examines the management of innovation and change in two different operating units on a single site of a UK Division of a high technology US-owned multinational corporation. The transformation of work in changing from `production for stock' to `production to order' is analysed, and the process of changing established patterns of work (as a brownfield operation), and designing new production arrangements from the outset (as a greenfield operation) are contrasted and compared. The key features of Just-in-Time and Total Quality Control principles are identified and the extent to which they represent real inovations in production is assessed. The paper concludes with a critical discussion of the flexible specialisation debate through reappraising the empirical evidence, and concludes by rejecting the view that modern production arrangements signal the general enhancement of working life through a reversal of the division of labour, increased worker autonomy and greater employee involvement in production.
Original languageEnglish
Pages (from-to)221-238
JournalWork, Employment & Society
Volume3
Issue number2
DOIs
Publication statusPublished - 1989

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multinational corporation
working life
high technology
quality control
division of labor
specialization
autonomy
employee
innovation
worker
management
evidence
time
Greenfield
Just-in-time
High technology
Reversal
Employee involvement
Management of innovation
Management of change

Cite this

New production arrangements : the totally flexible cage? / Dawson, Patrick Mark; Webb, Jan.

In: Work, Employment & Society, Vol. 3, No. 2, 1989, p. 221-238.

Research output: Contribution to journalArticle

Dawson, Patrick Mark ; Webb, Jan. / New production arrangements : the totally flexible cage?. In: Work, Employment & Society. 1989 ; Vol. 3, No. 2. pp. 221-238.
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