This is an examination of technology and human resource strategies in two large companies, Robert Bosch GmBH and Lucas Industries PLC, in a period of dramatic change in their technological, competitive and political environments. It provides an in-depth study of these two companies between 1989 and 1992 and compares and contrasts the approaches taken by each. The focus is on how the companies managed change and on how their strategies to deal with that change were supported by the national infrastructure of education and training, industrial relations and finance. Its examination of two leading companies in the world automotive industry and its similarly detailed analysis of the German and British infrastructure provides some useful insights into the strategic management of new technology and work organization as well as contributing to existing Anglo-German comparisons of industrial structure.
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Decorative Boards. Condition: Fine. First Edition. This book is the result of a doctoral research project conducted between 1988 and 1991. Much of what it reports on the two companies involved in the research has now been superseded by events: particularly, the unification of Germany which was in its infancy during this research and the further rationalisations necessary at both Lucas and Bosch. Despite this, however, no attempt has been made to up-date the fieldwork for a number of reasons. First and foremost, the comparison of two companies in a period of turbulent environmental change remains as interesting and historically valid as ever it was. Second, the education and training systems, industrial relation systems and financial systems remain in essence the same and thus the analysis of two companies within their national environments also remain valid. More recent studies of corporate strategy in increasingly global operations have stressed the importance of managing diverse national cultures and the research for this book demonstrates the importance of that through its analysis of German and British workforces. Finally, the longitudinal. paired comparative approach to strategic analysis presents interesting insights into the processes of strategic decision-making in large companies. Although events subsequently may disprove the predictions made, the importance of strategic continuity and organisational learning in the face of change have been demonstrated both empirically and in the literature on change management. But perhaps most importantly of all, any attempt to update the information would have necessitated anonymizing the companies involved. As the book stands, it is a snap-shot of two companies central to the European automotive components industry at one point in their history. As such it is of empirical and academic interest. The intervening time between the research and publication of this book means that there are no competitive secrets contained in these pages. Illustrated laminated boards. Seller Inventory # 017232
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