The Ambivalence of Change and Resistance

Robert Boyer and Jean-Pierre Durand

Chapter 9 in After Fordism, 1993, pp 95-124 from Palgrave Macmillan

Abstract: Abstract The case studies reported in the previous chapter reveal how the principles behind the emerging production paradigm are being implemented. However we have shown that while they are partially successful, social forces or socio-organisational constraints can restrict the coherence of the overarching principles. In this chapter we pursue this question further, to investigate the real structural depth of such changes (including their associated technologies), analysing some of the contradictions and constraints that seem to be integral to them.

Keywords: Production System; Production Worker; Team Leader; General Motor; Work Organisation (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-14027-5_9

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DOI: 10.1007/978-1-349-14027-5_9

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