Search results

The purpose of this paper is to argue that: in a context of global labour market competition and in the absence of new strategic repertoires, class trade unions are progressively becoming “managers of precariousness”. Thus, the paper challenges the compromise logic as the unique solution to corporate threats to relocation, since it undermines trade union power resources, mainly discursively and organisationally, and hinders trade union capacity to transform the balance of forces to their favour later, when the hegemonic discourse can more easily be challenged in periods of crisis.

The paper draws upon the doctoral fieldwork the author undertook in the city and province of Barcelona during Spring–Summer 2015. More than 30 semi-structured interviews to various union delegates and regional metal officials have been accompanied by an exhaustive review of primary and secondary documentation. In so doing, this paper gives a rich and nuanced account on the different “world-views” and strategies that union delegates pursue when bargaining against transnational corporations.

This paper shows how the conservative position that Spanish trade unions adopted to the 2008 financial crisis in the automotive industry is path-dependent to dynamics established during the 1990s when lean production techniques were implemented in exchange for higher salaries. It draws upon the collective bargaining history of the Nissan–Zona–Franca assembly factory in the outskirts of Barcelona to, crucially, explain how signing micro-corporatist pacts and portraying them as the unique solution to corporate threats to relocation undermines trade union power resources, and has two important drawbacks: that micro-corporatist pacts only postpone the recurring threat to relocation to the future by eroding, not improving, the conditions of the workforce, accepting corporate discourse erodes the solidarity among workers, and it also allows yellow unions to displace class unions.

This paper enriches and updates the literature on micro-corporatism, collective bargaining in transnational corporations, and the erosion of trade union power resources which dates back to the 1990s and early 2000s. Whilst the negative aspects that competitiveness pacts have on workers’ salaries and conditions have been widely reported, this paper provides a rich and updated explanation of how such pacts have negative repercussions on the discursive and organisational power resources that unions have at the workplace level. In that sense, the originality of this paper rests on engaging into a substantiated historical analysis on how trade unions change throughout time as a result, at least partially, of their own strategic choices. Moreover, this paper clearly shows that concessionary positions towards collective bargaining are self-undermining.

This paper explores growth opportunities for a contract manufacturer (CM), which operates a global virtual manufacturing network (GVMN). The Swiss factory should play a profitable role in the holding's competitive strategy, in spite of lower-cost alternatives within its network.

The study applied a design science method over a period of two years of collaboration with the partner firm to complete three iterations of solution incubation and refinement.

The design artefact is a growth strategy for a CM with independently-managed, heterogeneous sites. A novel capability mapping tool reveals competitive advantage by deploying the GVMN as an order fulfilment system. Engineering and sales are integrated with production to project higher revenue streams in multiple locations including Switzerland.

The research expands the operations management (OM) focus on optimization and continuous improvement. Results indicate that local and global manufacturing capabilities can be configured to target network performance, implying that the smile curve flattens in certain GVMN configurations. The exploratory case study is limited by a lack of statistical generalizability and is specific to the contract electronics manufacturing industry.

Managing manufacturing as a network can restore feed-forward and feedback loops, which are disrupted by de-verticalization and externalization. The visualization positions a Swiss plant in an inimitable role, serving growth accounts, which require co-development. The order fulfilment strategy and capability maps can be adapted to other GVMNs.

The study presents an alternative to shuttering high-cost locations using performance improvements instead of protectionist interventions. This could have a material impact on de-industrialization in developed nations like Switzerland.

The strategy innovation originates in practice. Its synthesis drew on multiple disciplines to position OM as a strategic lever for competing in global value chains (GVCs). The author finds alternatives to the internationalization logic of cost arbitrage and adds to developed country studies. This is an OM contribution to the broader debate on globalization dominated by the social sciences.

Religion as a cultural element has the potential to drive a strong boycott campaign. Previous studies acknowledge the role of religion in consumer boycotts yet did not investigate its role in influencing the very core of consumers’ motivation to participate in religion-based boycott. The purpose of this paper is to explore the fundamental nature of religious influence in an international religion-based consumer boycott. The research model tests the role of intrinsic religious motivation as the root of Muslim consumers’ motivational factors to participate and their intention to boycott US food brand.

The study adopted the Hoffman’s’ (2013) consumer boycott model to test the hypotheses. Survey method is used to collect primary data from Muslim millennials in a northern state of Malaysia. The study tested its five hypotheses on a data set of 325 cases using structural equation modelling (partial least squares regression).

The findings support the primary role of religion influences underlying boycott motivation factors. The intrinsic religious motivation is related to all the four boycott’s motivation factors (i.e. attitudes towards boycotting the brand, subjective norms, make a difference, self-enhancement), and indirectly contributing to intentions to boycott US food brand through the constructs of self-enhancement, subjective norms and attitudes towards the boycott.

The study is a cross-sectional in nature, confined to one US food brand. The findings may be limited to Muslim millennials in the same region or similar cultural background of the country surveyed.

Businesses may want to consider working with social agencies involved in a religion-driven consumer boycott in mitigating negative influences of such boycott on brands.

The study shows the root of consumers’ motivation to participate in an international religion-based consumer boycott, i.e. intrinsic religious motivation, by illustrating the mechanisms of religious influences (i.e. intrinsic religious motivation) on consumers’ intention to participate in Islam-driven boycott.

A factory move needs more justification than cheaper housing for workers and freedom from traffic jams. David Cable, of management consultants Knight Wegenstein, details the reasons which must accompany a relocation decision.

The paper aims to explore how idiosyncratic motives drive participation in consumer boycotts and how the motives of different adopters (e.g. innovators, laggards) differ. The study seeks to describe how boycott motives are embedded in the fields of consumer resistance and anti‐consumption.

The paper applies a mixed‐method approach of qualitative and quantitative methods. Internet postings of 790 boycott supporters are analyzed by means of a content analysis. The relevance of different motives is examined via frequency analysis. Contingency analysis is applied to explore segment‐specific motives.

Using the example of factory relocation, the study identifies several idiosyncratic motives that are contingent to the boycott cause. Additionally, it confirms that the motives of different adopters differ. Individuals who are personally affected or feel solidarity with those affected join the boycott relatively early whereas those who join later consider the pros and cons of the boycott more rationally.

Further research should apply quantitative research methods to ensure the stability of the findings. The external validity needs to be tested for different boycott types.

Some consumers join boycotts because they feel solidarity with those affected by the actions of a company (resistance‐boycotter), whereas others generally criticize the free‐market economy and are generally prone to boycott any company (anti‐consumption‐boycotters). Companies need to ensure that both types of boycotters consider them socially responsible.

This study provides evidence that boycott motives are case‐contingent. Additionally, this is the first study to demonstrate how motives for joining a boycott vary in the course of time.

This paper aims to focus on the problem of the optimal relocation policy for a firm that faces two types of uncertainty: one about the moments in which new (and more efficient) sites will become available; and the other regarding the degree of efficiency improvement inherent to each one of these new, yet to be known, potential location places.

The paper considers the relocation issue as an optimal stopping decision problem. It uses Poisson jump processes to model the increase in the efficiency process, where these jumps occur according to a homogeneous Poisson process, but the magnitude of these jumps can have special distributions. In particular it assumes that the magnitudes can be gamma‐distributed or truncated‐exponential distributed.

Particular characteristics concerning the expected optimal timing for relocation, the corresponding volatility and the value of the firm under the optimal relocation policy are derived. These results lead also to the conjecture that the optimal relocation policy is robust in terms of distributions of the degree of improvement of efficiency that are considered, as long as the expected values are the same.

The paper provides an innovative approach to relocation problems, using stochastic tools. Moreover, the use of the truncated exponential and the gamma distribution functions to model the Poisson jumps is particularly suitable, given the situation under study. To the authors' knowledge, this is the first time that this type of setting is used to tackle a real options problem.

In an attempt to catch, and hopefully overtake, its competitors Lucas Industries plc has implemented modern production techniques in a major period of reorganisation. The relocation of one business to a greenfield site is discussed. Manufacturing methods adopted include modular layout, kanban/materials requirement planning production control, machine and process control, and statistical process control. Methods of instilling continuous improvement are also discussed illustrating how the competitive edge achieved can be maintained. These include measuring system evaluation, internal quality systems audit, modification control and cost of quality.

Introducing social sustainability initiatives in the apparel industry is a complex and challenging process. This study aims to investigate the challenges facing Bangladesh apparel supplier organisations in implementing factory safety initiatives.

This study identifies challenges of implementing social sustainability initiatives of the apparel industry based on a literature review and case-study interviews with senior-level management of apparel supplier organisations.

The analysis shows significant challenges facing apparel supplier organisations in implementing social sustainability initiatives relate to resource and institutional issues. These challenges are resource management and strategy, cost and financial concerns, as well as cultural, regulation and monitoring issues.

The identified challenges may be useful for policymakers and managers of apparel buyer and supplier organisations to recognise critical issues involved in social initiative implementation and to help improve social sustainability practices of the apparel industry.

By addressing the identified issues, stakeholders in the apparel industry can work to ensure improved social sustainability practices in apparel manufacturing factories.

The study contributes to the research on social sustainability practices of the apparel industry by identifying and addressing challenges faced by apparel supplier organisations in implementing social sustainability initiatives in apparel manufacturing factories.

To study the learning processes and mechanisms involved in sustainability-oriented supplier development (SSD), including how knowledge is transmitted by the buyer and how it is received, understood and internalised by the supplier.

An exploratory longitudinal multi-case study approach is adopted. The research context is a social SSD project focusing on occupational health and safety (OHS) management at four supplier factories. The paper draws on the constructs of absorptive capacity and boundary objects.

The development of a supplier's absorptive capacity for OHS management is triggered by the transfer of boundary objects that are created by the buyer. Findings suggest that each supplier starts explorative learning in a similar and passive way in order to accept the knowledge, but then each supplier proactively transforms and exploits the knowledge through continuous sensing, seizing, and reconfiguring loops that develop the boundary objects in a way that fits their own needs and contexts, incorporating the objects into organisational structures and routines.

The research furthers the understanding of the development of supplier absorptive capacity for sustainability via SSD projects, including how it is triggered and sustained. The impact of ostensive and performative aspects of boundary objects on knowledge transfer is presented. Finally, insight is provided into how absorptive capacity and dynamic capabilities are linked in the context of SSD.

Buying firms should seek to develop boundary objects that can trigger and maintain learning momentum for sustainability at supplier organisations in addition to effectively transferring SSD-related sustainability knowledge. There is also a need to allow for sufficient flexibility in the design of the boundary objects, and to pay sufficient attention to how suppliers contextualise and embed them into their own organisations, providing support for this process where necessary. For the supplier, establishing structures and routines for OHS management can help to prepare for future audits, thereby reducing audit fatigue.

The paper contributes to the supply chain learning literature by exploring the development of supplier absorptive capacity for sustainability triggered by the focal buying firm. It sheds new light on the role of boundary objects for facilitating knowledge transfer and learning between supply chain members in the context of SSD projects.