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Articles 1 - 7 of 7
Full-Text Articles in Business
Intermediary Cooperative Associations And The Institutionalization Of Participate Work Practices: A Case Study In The Danish Public Secto, Ole Henning Sørensen, Virginia Doellgast, Anders Bojesen
Intermediary Cooperative Associations And The Institutionalization Of Participate Work Practices: A Case Study In The Danish Public Secto, Ole Henning Sørensen, Virginia Doellgast, Anders Bojesen
Virginia Doellgast
Scandinavian countries are known for having a high adoption of cooperative models of work design. This article investigates the role of parity labour market associations, termed intermediary cooperative associations, in the dissemination of these models. Findings are based on an examination of the Centre for the Development of Human Resources and Quality Management (SCKK), a social partnership-based organization that funds workplace development projects at state workplaces, and of nine participative development projects that received financial and logistical support from the SCKK. These projects increased union and management commitment to partnership-based approaches to problem-solving, despite their ambiguous results for both …
Still A Coordinated Model? Market Liberalization And The Transformation Of Employment Relations In The German Telecommunications Industry, Virginia Doellgast
Still A Coordinated Model? Market Liberalization And The Transformation Of Employment Relations In The German Telecommunications Industry, Virginia Doellgast
Virginia Doellgast
This paper examines recent changes in collective bargaining and employer strategies in the German telecommunications industry following market liberalization in the late 1990s. Germany’s distinctive co-determination and vocational training institutions encouraged large firms to adopt employment systems in technician and call center workplaces that relied on high levels of worker skill and discretion. However, organizational restructuring is undermining these gains, as firms use outsourcing and the creation of subsidiaries to escape or weaken company-level collective agreements. These trends have substantially weakened unions and contributed to the further disorganization of coordinated bargaining structures. Findings are based on interviews with union and …
Institutional Change And The Restructuring Of Service Work In The French And German Telecommunications Industries, Virginia Doellgast, Hiroatsu Nohara, Robert Tchobanian
Institutional Change And The Restructuring Of Service Work In The French And German Telecommunications Industries, Virginia Doellgast, Hiroatsu Nohara, Robert Tchobanian
Virginia Doellgast
This study analyses recent changes in collective bargaining institutions and their implications for employer strategies in the French and German telecommunications industries, drawing on case studies and survey data from call centre workplaces. Findings demonstrate that differences in both formal institutions and past logics of action influenced actor responses to changing markets and ownership structures. French trade unions were more successful in establishing encompassing bargaining structures and reducing pressures for pay differentiation, due to state support for the mandatory extension of agreements and unions’ strategic focus on centralizing bargaining. In contrast, bargaining in Germany has become increasingly fragmented and decentralized …
Collective Voice Under Decentralized Bargaining: A Comparative Study Of Work Reorganization In Us And German Call Centres, Virginia Doellgast
Collective Voice Under Decentralized Bargaining: A Comparative Study Of Work Reorganization In Us And German Call Centres, Virginia Doellgast
Virginia Doellgast
This article compares the process of and outcomes from work reorganization in US and German call centres, based on four matched case studies in the telecommunications industry. Both German cases adopted high-involvement employment systems with broad skills and worker discretion, while the US cases relied on a narrow division of labour, tight discipline and individual incentives. These outcomes are explained by differences in institutional supports for collective voice. Works councils in the German companies used their stronger participation rights to limit monitoring and encourage upskilling at a time when US managers were rationalizing similar jobs. Findings demonstrate that industrial relations …
The Indian Call Centre Industry: National Benchmarking Report Strategy, Hr Practices, & Performance, Rosemary Batt, Virginia Doellgast, Hyunji Kwon, Mudit Nopany, Priti Nopany, Anil Da Costa
The Indian Call Centre Industry: National Benchmarking Report Strategy, Hr Practices, & Performance, Rosemary Batt, Virginia Doellgast, Hyunji Kwon, Mudit Nopany, Priti Nopany, Anil Da Costa
Virginia Doellgast
Report of the Global Call Centre Industry Project The dramatic growth of the call center industry is a world-wide phenomenon, fueled by advances in information technologies and the precipitous decline in the costs of voice and data transmission over the last two decades. As part of this global industry, call centres in India have experienced spectacular growth in the last five years. They generate seventy percent of the revenues of the Indian Business Process Outourcing (BPO) industry, according to estimates by Mckinsey (www.nasscom.org). This rapid growth has also brought managerial challenges in terms of recruitment,staffing, training, and retention of workers …
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Virginia Doellgast
The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, …
U.S. Call Center Industry Report 2004 National Benchmarking Report Strategy, Hr Practices & Performance, Rosemary Batt, Virginia Doellgast, Hyunji Kwon
U.S. Call Center Industry Report 2004 National Benchmarking Report Strategy, Hr Practices & Performance, Rosemary Batt, Virginia Doellgast, Hyunji Kwon
Virginia Doellgast
No abstract provided.