Scania Angers: an inter cultural case
Article Abstract:
Scania Angers (SAN), a truck assembly plant in Angers, France, owned by Swedish multinational concern Saab-Scania, is an interesting case study of the development of a strong belief in people in a multi-cultural environment. The unit focuses on employee empowerment, involvement and teamwork at all levels, with each employee being expected to play a role in teamwork. There is a strong Swedish influence, which is particularly visible in the lack of rules and bureaucratic procedures. However, managers are far from complacent, being aware of the need to ensure that the cluster philosophy develops as far as possible.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1995
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Managerialist professionalism: the destruction of a non-conforming subculture
Article Abstract:
Nurses working on permanent night duty within the UK National Health Service are often considered, by other nurses, to be less professional than nurses working on day duty. A study looking into professionalism of nurses within a hospital compared the attitudes of day and night nurses. They found the night nurses felt they were different and not valued as much as those on day duty. Night nurses were found to be less interested in managerial duties. Many hospital wards were changing to an internal rotation of staff between night and day therefore lessening the need for permanent night nurses.
Publication Name: British Journal of Management
Subject: Business, general
ISSN: 1045-3172
Year: 1999
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Creating sustained competitive advantage through a seamless value system
Article Abstract:
Organisations can create collaborative, mutually beneficial and often competitive relationships both internally and externally. The concept of the seamless value chain is discussed, illustrated by a case study in which co-produced value is a key principle, demonstrating the competitive advantage that a value system can bring. It is recommended that the typical 'vertical funnels' within most systems should be replaced by market-driven, output-led 'horizontal processes'.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1997
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