This is a story of industrial collaboration, change and management strategy at General Motors (GM) fabrication plant in South Australia. It is told from the different perspectives of those who were involved. Breaking with the notion of academic detachment, the study presents the process of change as a narrative. It asks whether identifying the dominant narrative, the accepted story of what happened, can be a key to understanding the political issues underlying all business decision making.
|Journal||Human Resource Management International Digest|
|Publication status||Published - 2000|