Motivating workers in emerging countries: universal tools and local adaptations

Abstract

Abstract Two case studies are presented of highly successful factories operating in emerging countries. Sgs‐Thomson in Morocco and Danone in Mexico provide exemplars of ways in which corporate cultures can promote productive, efficient, and interpersonally supportive communities by building upon deep‐seated local values that give these communities special meaning to members. In Morocco, Islamic norms and values combined with Total Quality Management values to transform Sgs‐Thomson's factory culture. In Mexico, norms and values regarding family and the pursuit of a higher moral purpose underpinned a workplace transformation combining economic and social progress. This essay also develops the implications of these cases for the dissemination, adoption, and malleability of global management practices. Copyright © 2002 John Wiley & Sons, Ltd.

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