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Strange days indeed: understanding the productivity paradox when firms close
Dalarna University, School of Technology and Business Studies, Business Administration and Management.
2006 (English)In: 21st century work: high road or low road? Proceedings of the 20th Conference of the Association of Industrial Relations Academics of Australia and New Zealand. Volume 1, Glenelg, South Australia, 2006, p. 565-576Conference paper, Published paper (Other academic) Published
Abstract [en]

Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. The downsizing has regularly been reported to lead to closure of a whole or a part of a corporation or organization. Some studies which have analysed the closure process have reported remarkable, counterintuitive improvements in labor productivity during the period between the closure announcement and the final working day. Testing an elaborated cybernetic model on a Swedish case study, and on an exploratory basis, this paper proposes a holistic approach to generate a better understanding of this phenomenon. The main holistic pattern is a new order where management control is replaced by more “Self-management” on the plant level, and very strong psychological reactions based on feelings of unfairness.

Place, publisher, year, edition, pages
Glenelg, South Australia, 2006. p. 565-576
Identifiers
URN: urn:nbn:se:du-2089OAI: oai:dalea.du.se:2089DiVA, id: diva2:521605
Conference
20th Conference of the Association of Industrial Relations Academics of Australia and New Zealand , Glenelg, South Australia, 1-3 February 2006, 2006
Available from: 2006-04-18 Created: 2006-04-18 Last updated: 2012-04-24Bibliographically approved

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CiteExportLink to record
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