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Abstract:
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This paper is based on a longitudinal case study of a Brazilian multinational company which has changed its way of organizing work processes by implementing a highperformance work system (HPWS). The article argues that, as the firm attempts to improve its internal processes, it requires access to internal and external resources, as well as the expertise that may increase and support this change. However, when these resources are not easily found locally, the firm needs to pool and recombine different sources of expertise to succeed in its efforts. At this stage, the balance of power between different organizational actors starts to shift towards greater mutual dependence, thus reducing power imbalances. |
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