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The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills
Abstract
This study tests the “strategic choice” proposition that variation in workplace industrial relations policies and practices is related to differences in business strategy. A cluster analysis of data from a 1988–89 questionnaire examining workplace industrial relations and business strategies in U.S. steel minimills suggests that the industrial relations systems of these mills can be broadly categorized as emphasizing either cost reduction or employee commitment; similarly, the business strategies of the mills appear to stress either the manufacture of a few products in large quantities at the lowest possible cost, or more flexible manufacturing, with products marketed on some basis other than cost. Further investigation shows a significant association between the type of workplace industrial relations system and the business strategy choices in these mills.
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A set-theoretic approach to organizational configurations
Fiss, P. C. (2007) · Academy of Management Review · doi:10.5465/amr.2007.26586092 · Cited by 2,225
NISHII, L. H., LEPAK, D. P., & SCHNEIDER, B. (2008) · Personnel Psychology · doi:10.1111/j.1744-6570.2008.00121.x · Cited by 1,410
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Bos-Nehles, A. C. (2024) · doi:10.3990/1.9789085705130 · Cited by 40
Yadav, R., Chaudhary, N. S., Kumar, D., & Saini, D. (2023) · International Journal of Organizational Analysis · doi:10.1108/ijoa-12-2021-3091 · Cited by 23
Metadata
- Authors
- Arthur, J. B.
- Venue
- ILR Review
- Publisher
- SAGE Publications
- Published
- 1992-04
- Volume
- 45
- Issue
- 3
- Pages
- 488-506
- ISSN
- 0019-7939 (ISSN-L)
- 2162-271X
- OpenAlex
- W2117698003
- Cited by
- 898
- References
- 0
- FWCI
- 26.95
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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