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Eromheen werken
In: Tijdschrift voor arbeidsvraagstukken, Band 34, Heft 2
ISSN: 2468-9424
Lekker lean werken?
In: Tijdschrift voor arbeidsvraagstukken, Band 33, Heft 2
ISSN: 2468-9424
Men heeft de klok horen luiden
In: Tijdschrift voor arbeidsvraagstukken, Band 32, Heft 1
ISSN: 2468-9424
Publiceren over de taalgrens
In: Tijdschrift voor arbeidsvraagstukken, Band 25, Heft 4
ISSN: 2468-9424
Over disciplinaire hokjes en bedrijfskunde
In: Tijdschrift voor arbeidsvraagstukken, Band 25, Heft 3
ISSN: 2468-9424
Het had ook anders kunnen zijn: Een reactie op Kraan (2005)
In: Tijdschrift voor arbeidsvraagstukken, Band 22, Heft 2
ISSN: 2468-9424
Prestatiepret
In: Tijdschrift voor arbeidsvraagstukken, Band 21, Heft 2
ISSN: 2468-9424
Tricks and trucks: a case study of organization concepts at work
In: International journal of human resource management, Band 10, Heft 4, S. 624-637
ISSN: 1466-4399
Leaving Lean? Recent Changes in the Production Organization of some Japanese Car Plants
In: Economic and industrial democracy, Band 17, Heft 1, S. 9-38
ISSN: 1461-7099
Labour market shortages in Japan have reportedly led car manufacturers to change the well-known lean production system into a more 'worker-friendly' system. Based on empirical material and secondary sources, an overview of measures taken by Toyota, Nissan, Honda and Mazda is presented. Among other things, it is concluded that Toyota seems to have adopted some significant and enduring changes in its production policy. The measures, the likelihood that they will be continued and the influence of Western production concepts on them are discussed.
Reviews
In: Economic and industrial democracy, Band 16, Heft 1, S. 147-151
ISSN: 1461-7099
Boeken
In: Tijdschrift voor arbeidsvraagstukken, Band 22, Heft 4
ISSN: 2468-9424
Contested commodification: Consultancies and their struggle with new concept development
In: Human relations: towards the integration of the social sciences, Band 58, Heft 3, S. 283-310
ISSN: 1573-9716, 1741-282X
This article draws on a product innovation perspective to explore the process of knowledge commodification. It is argued that key suppliers of management knowledge do not particularly regard this process as unproblematic. Using interviews with management consultants, this study provides an understanding of the internal elements that may inhibit or encourage the development of new knowledge products. Exploratory results reveal several major impediments to linking commodification efforts with the consultancy and suggest the importance of internal legitimation efforts before market launch. The findings indicate the importance of considering the process in which management ideas gain 'good currency' within the system of knowledge supply. This has some notable implications for research on knowledge commodification and management fashion.
Zelfsturende teams als managementmode
In: Tijdschrift voor arbeidsvraagstukken, Band 21, Heft 1
ISSN: 2468-9424
Lean Production Assessed by Karasek's Job Demand–Job Control Model
In: Economic and industrial democracy, Band 25, Heft 3, S. 347-373
ISSN: 1461-7099
Comments on the quality of working life (QWL) under lean production have varied from devastating criticism on the one hand, to eulogistic praise on the other. These contrasting positions can be related to researchers' opposing societal stances and resulting interpretations, which are reinforced by the methodologies used and the absence of an external framework to judge QWL. Using Karasek's job demand–job control model, the authors investigate a Dutch plant operating under a lean production (LP) regime in an attempt to resolve the controversy. The jobs in this plant can be placed in Karasek's quadrant of low job demands and low job control, which means that antagonists of LP are right in claiming that the work is monotonous and repetitive, while the advocates' claim that workers have sufficient job decision latitude also holds.