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Suppression, Absorption, or Cooperation? European Works Councils and HR-Strategies in Japanese Car Manufacturers - The Case of Toyota and Honda
Submitted by Markus Hertwig, researcher, Universität Duisburg-Essen, Institut for Work, Skills and Training (IAQ) on 19 févr. 2010 - 16:06
Type de publication:Conference Paper
Source:Gerpisa colloquium, non, Berlin (2010)
- Leading role of ‘Japanese Production Systems’: Human relations models
- Tranfering the elements of ‘Japanese Production Systems’ to other countries: problems of implementation / transposition
- -Especially: How to deal with external/independent interest representation through trade unions which is typical for Europe and US-american industrial relations?
- While Japanese companies typically try to cooperatively integrate employees, avoiding conflict and denying the existence of (at least sometimes) contradictory interests of employees and company.
Q1: Which HR-strategies do Japanese companies chose in order to legitimize and conform to the requirements of the EWC directive, on the one hand, and to keep up the principles of their cooperative and harmonized labour relations model, on the other?