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The article reviews the book, "Federalism, Democracy, and Labour Market Policy in Canada," edited by Tom McIntosh.
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The automotive industry has long been a leader in the introduction of new forms of work organization and technology—including mass production and high performance work systems (HPWS). It has also been a focal point for how trade unions negotiate such systems. Recently, much attention has focused on Industry 4.0 (I 4.0)—a manufacturing system featuring advanced robotics, digitalization and artificial intelligence. However, in the automotive industry, I 4.0 is confronted with considerable technical and social challenges, and I 4.0 paradigms have been criticized for marginalizing the continuing importance of employees in shaping, if not ‘hybridizing,’ such new production processes. Based on a study of UNIFOR union locals in Canadian automotive assembly plants, we argue that I 4.0 has to be analyzed in terms of the ways unions have influenced the almost universal adoption of HPWS in that sector. We thus investigate the ways unions have impacted HPWS and its implications for their roles in workplace integration of I 4.0. As such, we first argue that, while overlapping, HPWS and I 4.0 represent different managerial strategies. Second, we develop an exploratory analytical framework for use in examining union roles in negotiating HPWS and technology adoption. Based on this framework, we then analyze 18 interviews we conducted in 2017-2018 with plant managers and key UNIFOR representatives at five southern Ontario assembly plants. The interviews illustrate not only commonalities in adoption of HPWS, but also differing ways in which the union influences the ‘hybridization’ of HPWS. Union practices differ significantly from one plant to another as a function of three variables: 1- firm-plant competitive positions; 2- the union’s overall monopoly face; and 3- internal union local solidarity and narratives around HPWS. Keeping these commonalities and differences in mind, we then consider the challenges that unions are likely to confront as they begin negotiating I 4.0.
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This article reports on a recent survey of Canadian automotive component manufacturing plant managers that focused on issues related to innovation and the influence of public policy on plant-level competitive strategies and performance. Three questions are addressed: (a) Do public policies inhibit or contribute to plant success, (b) does the experience of Canadian-owned plants differ from that of foreign-owned plants, and (c) does the experience of small- and medium-sized plants differ from that of large plants? The analysis is first situated within the context of the industry and recent Canadian automotive and manufacturing policy and concludes with the implications of our findings for public policy development.
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