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Creating the illusion of employee empowerment: lean production in the international automobile industry
16 references·12 citing·34 second hop
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(2005)Prioritization of human capital measurement indicators using fuzzy AHP (2006)Psychological Attachment to the Group: Cross-Cultural Differences in Organizational Identification and Subjective Norms as Predictors of Workers' Turnover Intentions (1998)The Effects of Human Resource Management Systems on Economic Performance: An International Comparison of U.S. and Japanese Plants (1999)Safety in Numbers: Downsizing and the Deinstitutionalization of Permanent Employment in Japan (2001)The Effectiveness of Self-Managing Teams: A Quasi-Experiment (1994)What Works at Work: Overview and Assessment (1996)‘High‐performance’ Management Practices, Working Hours and Work–Life Balance (2003)
this work references cited by second hop

References

  • 1984Some Elements of a Sociology of Translation: Domestication of the Scallops and the Fishermen of St Brieuc Bay7,756 cited
  • 1991The Machine That Changed the World4,714 cited
  • 1986Power, Action and Belief. A New Sociology of Knowledge?3,524 cited
  • 2003The Toyota Way1,129 cited
  • 1996Human resource champions642 cited
  • 2010Research in the Sociology of Organizations626 cited
  • 2005Object Lessons509 cited
  • 1992Choosing Sides: Unions and the Team Concept439 cited
  • 1979Work, Mobility, and Participation388 cited
  • 1997Human resource champions374 cited
  • 1996Lean Work: Empowerment and Exploitation in the Global Auto Industry.275 cited
  • 1993The Nissan Enigma: Flexibility at Work in the Local Economy.255 cited
  • 1997Just Another Car Factory?202 cited
  • 2007Lean Production, Worker Empowerment, and Job Satisfaction: A Qualitative Analysis and Critique177 cited
  • 2009Human Resource development in Toyota culture155 cited
  • 2006Manufacturing empowerment? ‘Employee involvement’ in the labour process after Fordism130 cited

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Cited by

  • 2019Empowering leadership and contextual ambidexterity – The mediating role of committed leadership for continuous improvement112 cited
  • 2018Team building, employee empowerment and employee competencies83 cited
  • 2018Power distance in India45 cited
  • 2013Understanding factors influencing employee engagement: a study of the financial sector in Malaysia37 cited
  • 2015SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK34 cited
  • 2022People, performance and transition: A case study of psychological contract and stakeholder orientation in the Toyota Australia plant closure31 cited
  • 2021Exploring the dark side of Lean: a systematic review of the lean factors that influence social outcomes26 cited
  • 2015Walking around the pyramids: Managers’ shop-floor activities in Lean-inspired organizations19 cited
  • 2017Drivers of management accounting adaptability: the agility lens19 cited
  • 2022The role of nurses' unions in workplace innovation in Australian and Canadian hospitals: Analysing union strategies7 cited
  • 2022Labour–management relations and employee involvement in lean production systems in different national contexts: A comparison of French and Swedish aerospace companies4 cited
  • 2017Impact of Human Resource Development Interventions on Organizational Effectiveness: A Study on Indian Cement Industry2 cited