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How Common is Workplace Transformation and Who Adopts it?
Abstract
The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a “high road” strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems.
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Cited by
HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
Lean manufacturing: context, practice bundles, and performance
Shah, R., & Ward, P. T. (2003) · Journal of Operations Management · doi:10.1016/s0272-6963(02)00108-0 · Cited by 2,897
BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT.
Kirkman, B. L., & Rosen, B. (1999) · Academy of Management Journal · doi:10.2307/256874 · Cited by 2,110
Kalev, A., Dobbin, F., & Kelly, E. (2006) · American Sociological Review · doi:10.1177/000312240607100404 · Cited by 2,052
Inequality and Economic Growth: The Perspective of the New Growth Theories
Aghion, P., Caroli, E., & García-Peñalosa, C. (1999) · Journal of Economic Literature · doi:10.1257/jel.37.4.1615 · Cited by 1,848
Metadata
- Authors
- Osterman, P.
- Venue
- ILR Review
- Publisher
- SAGE Publications
- Published
- 1994-01
- Volume
- 47
- Issue
- 2
- Pages
- 173-188
- ISSN
- 0019-7939 (ISSN-L)
- 2162-271X
- OpenAlex
- W2164851385
- Cited by
- 1,629
- References
- 0
- FWCI
- 142.21
- Type
- journal article
- Language
- en
- Open access
- closed
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