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Plant closing: a case study at Volvo and Renault
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
1997 (English)In: International Journal of Human Factors in Manufacturing, ISSN 1045-2699, Vol. 7, no 3, p. 159-170Article in journal (Refereed) Published
Abstract [en]

In autumn 1992 the board of the Volvo concern decided to close down the plants at Kalmar and Uddevalla, the plants that for a long time had reputed Volvo to develop a new Swedish form of work organization within car industry. In this article I analyze the plant closing by the theory of dual industrial structures. I find this theory valuable. It provides a complementary sociological approach to the discussion. I point to the importance of the negotiations going on, at the time, of an amalgamation of Volvo and Renault, as well as of the corporate tradition of Renault, characterized by a Fordistic concept of production.

Place, publisher, year, edition, pages
1997. Vol. 7, no 3, p. 159-170
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Industrial Work Environment
Identifiers
URN: urn:nbn:se:ltu:diva-14713Local ID: e22c5490-d4a5-11db-8550-000ea68e967bOAI: oai:DiVA.org:ltu-14713DiVA, id: diva2:987686
Note
Godkänd; 1997; 20070317 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved

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http://www3.interscience.wiley.com/cgi-bin/abstract/56780/ABSTRACT

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Lindgren, Antony

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