NICKOLIVER Cardiff Business School, Cardiff INTRODUCTION The success of Japanese manufacturing companies in international markets has been attributed to many factors, including close collaboration between government and industry (Wolf, 1985), strategic marketing (Wong, Saunders and Doyle, 1987), and their management of human resources (Pascale and Athos, 1982). More recently attention has focused on Japanese production systems, and in particular âjust-in-timeâ, as the key to Japanâs industrial success (Monden, 1983; Schonberger, 1982). In the mid-1980s many Western companies are attempting to emulate JIT practices (Voss and Robinson, 1987). Although the technical and operational aspects of just-in-time have received widespread publicity, its social and political ramifications have only recently begun to receive attention (Turnbull, 1986). The social relations of production which accompany just-in-time are the focus of this article. Specifically, a model of shopfloor power and control elaborated by Marchington (1979) is used to provide a theoretical analysis of J I T from a power-control perspective, and to draw out the practical implications for managements, workers and their representatives. JUST-IN-TIME PRODUCTION As the name suggests, just-in-time UIT) systems of production are those in which goods are produced just in time for them to be used. The principle underpinning J I
Journal of Management Studies – Wiley
Published: Jan 1, 1989
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