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This case study of a union organizing drive at a Whole Foods Market, the world's largest natural and organic foods supermarket chain, considers the impact of the company's employee participation scheme and the accompanying organizational narrative on the outcome of the unionization effort. By relying on the language and symbolism of the existing organizational narrative, union organizers were able to give meaning to their movement, but not without limiting the movement's potential for significant change and success. Ultimately, their efforts served to reinforce the organizational narrative and the existing employee participation scheme, not transform it. Based on this case study, I argue that organizational narratives are an important location of organizational control.

Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can observe proper implementation of lean manufacturing tools and practices such as just-in-time, work teams, cellular manufacturing, lean layout, etc. The goal of lean production is to minimize the waste producing activities while offering the same or enhanced quality to customers.

The aim of this research is to investigate the implementation degree of lean manufacturing and its tools and practices focusing on the case of an SME in Albania as a concrete example. Higher attention is given to some of the pillars of lean manufacturing such as just-in-time and cellular manufacturing.

In this case study, researchers observed a variety of features of lean production. Just-in-time was implemented to a certain extent and cellular manufacturing at a more surprising level, which was facilitated especially by the U-shaped facility layout designs observed during the site visits. The value stream mapping showed a proper group technology in place and the management displayed signs of engagement and future advancement desire regarding this philosophy.

Senior managers seek to align managerial endeavors with the organization’s objectives. Traditionally, alignment has focused on monitoring and rewarding the achievement of assigned targets. However, there is evidence to suggest that organizations may also seek to align managerial “values” with those of the organization. These attempts to influence managerial mindsets through management control systems raise non-trivial questions regarding the systems involved, the reasons behind them, and the possible consequences of such attempts. These questions form the basis of this research, and this chapter reports on two case studies of Mexican organizations that claim to have a values-based philosophy. This study contributes to the management literature by presenting empirical evidence related to certain philosophical ideas on the development of human potential and senior managers’ attempts to influence their employees’ will. In detailing the implementation process of two specific value systems, this chapter fills a gap identified in the management control literature.

Purpose – The purpose of this chapter is to contribute to the literature on work, gender, and globalization using an intersectional approach.

Methodology – The data for this chapter are derived from two years of qualitative fieldwork at a Mexican multinational corporation. I conducted in-depth, semistructured interviews with 86 employees at all levels of the organizational hierarchy as well as content analysis of the company magazine.

Findings – My findings suggest that globalization leads to similar benefits for women and men, with respect to autonomy and decision making in the workplace, but are framed distinctly depending on class. Globalization is gendered in that it offers an additional benefit of economic independence to women. Women at different levels of occupational prestige, however, experience the globalizing process in diverse ways. I conclude by suggesting that globalization results in a tension within the company in how to incorporate female workers in a more meaningful manner.

Originality/value of chapter – Research on globalization in the developing world primarily examines factory workers or women in certain occupations, such as domestic workers. This study focuses on an overlooked group of workers that includes female and male white-collar workers. It offers a comparative analysis of the gendered and class-based effects of globalization on workers of different ranks within the same company. Most globalization studies on Mexico center on the Maquila industry, whereas this study examines workers in a Mexican-owned international company.

The discussion at the conference room in Blue Vector office was vibrant. None of the group members was able to come up to an answer that was consensus in nature about the route that the company would take and the capabilities that they had. The simplest questions asked in the conference room was ‘how would the company be able to take the business forward?’ There were too many options for developing new products and services, but which would be the best for which industry? Which option would make the employees enjoy their work more, while giving them more business and reputation, as well as making them contemporary to the clients? This was the debate which sparked off at 5 p.m. and continued till midnight. The product and services of the company had received huge appreciation globally but Blue Vector seemed to be more ambitious than their competitors. With a registered company in 2017, a strong team and advisors, Piyush kept on harping on the same questions: What's next for us? Are we ready for it?

This chapter proposes that organizational strategy formation should be characterized theoretically as a process that is subject to several interacting forces, rather than represented by separate discrete decision-models or theoretic perspectives, as is commonly done in the strategic management literature. Based on an extensive review of relevant theory and empirical work in strategic decision-making, organizational change theory, cognitive and social psychology, and strategy processes, seven kinds of “forces” – rational, imposed, teleological, learning, political, heuristic, and social – are identified as interacting in and having significant influence on the strategy formation process. It is further argued that by applying a holistic “forces-view” of the significant and interacting influences on strategy formation, we can better understand the dynamics and challenges in managing the process of defining and changing organizational strategies.

This paper examines three issues. First, do multiple possible paths to high versus low new product performance (NPP) occur among European, high-tech, industrial manufacturing firms? Second, what are the upstream influences on high NPP? For example, what background factors affect the levels of the KSFs? Third, do consistent country-level differences occur among Austrian, German, and Swedish executives in their evaluations of antecedents and high-tech NPP? To probe these issues, a total of 771 chief operating officers and project managers participated in face-to-face long interviews (McCracken, 1988) covering 241 less and 264 more successful than average industrial NPD projects. The empirical findings support the propositions that: (1) multiple paths lead to high versus low NPP; (2) unique antecedent variables affect the KSFs for high NPP; and (3) for several upstream and direct influences, consistent national differences occur among executives’ assessments of NPP. A key implication of the study for NPD executives is to recognize the possibility of alternative paths leading to successful NPD.

Enron, Parmalat, BP, Wal-Mart, Monsanto, Halliburton, Nike, Merck, Google,…the list goes on and on. It is widely acknowledged that business organizations are among the most important drivers of the quality of life that our society enjoys in our day, but the well-publicized samples of dishonest behavior by high-profile organizations around the world create no small amount of skepticism and cynicism.