Start‐up and ageing in greenfield sites

Abstract

Greenfield sites are believed to be locations where a separate and distinct approach to the management of people can most easily and successfully be introduced. After discussing different definitions of greenfield sites and examining whether the ageing of greenfield sites should best be characterised as a dichotomy or a continuum, this paper presents a two‐dimensional framework of analysis for the employee relations policy of new plants. This characterises greenfield sites and assists in judging the extent to which a strategic HR approach can be sustained. Drawing on eight case studies, the paper examines both the start‐up and consolidation phases of new plant development. A number of factors which inhibit sustaining a strategic HR approach are examined, focusing on the tension between ideology and markets. The paper concludes that the four‐quadrant matrix approach appears to help assess both the initial approach and management's ability to sustain this over time. Suggestions for further research to test the matrix are made.

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