TEAMWORKING AND LABOR REGULATION IN THE AUTOCOMPONENTS INDUSTRY

This paper examines how particular structural pressures external to th e firm can combine with the internal micro-dynamics of workplace relat ions and conflict to create a mode of labour regulation which correspo nds to a 'Japanese style' teamworking rather than alternative, more au tonomous models. It draws on both quantitative and qualitative case st udy research data of the introduction of job reforms at a brownfield a utocomponents factory in South Wales. The paper investigates three key facets of the reform process. First, how the external factors of indu strial restructuring and the forging of new customer-supplier relation s between firms shape managerial priorities and organisational outcome s. Second, how the microdynamics of workplace relations, in particular , the different interests and actions of managerial, white collar and shopfloor employees, have a direct bearing on the final composition of teamworking. Third, in response to the lack of attention given to the views of those who are most affected by job reforms, the paper provid es a systematic analysis of the disempowering impact of teamworking on shopfloor workers' labour processes.