Changing the balance of power: the case of highperformance work systems in Brazil

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Changing the balance of power: the case of highperformance work systems in Brazil

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dc.contributor.author Rocha, Robson en_US
dc.date.accessioned 2009-02-04T10:26:55Z
dc.date.available 2009-02-04T10:26:55Z
dc.date.issued 2008-12-16T00:00:00Z en_US
dc.identifier.uri http://hdl.handle.net/10398/7349
dc.description.abstract 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. en_US
dc.format.extent 28 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2008-56 en_US
dc.title Changing the balance of power: the case of highperformance work systems in Brazil en_US
dc.type wp en_US
dc.accessionstatus modt08dec16 nijemo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department International Center for Business and Politics en_US
dc.contributor.departmentshort DBP en_US
dc.contributor.departmentuk International Center for Business and Politics en_US
dc.contributor.departmentukshort CBP en_US
dc.idnumber x656557507 en_US
dc.publisher.city København en_US
dc.publisher.year 2008 en_US


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