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The Influence of Decentralized Bargaining Systems on the Introduction of Continuous Improvement Practices in Australian Automotive Components Companies

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  • Richard Gough
  • Malcolm Macintosh
  • Bob Park

Abstract

The study examines the nature and impact of Japanese idea of continuous improvement (CI) at 14 automobile components companies in Australia. It assesses the extent to which CI practices inform management systems and work organization. The study is focused on the degree to which decentralized bargaining systems, and reforms in the Australian vocational education system have facilitated the adoption of continuous production. The results indicate two patterns of production management in the companies, termed the elaborated commitment, and the basic commitment, respectively. The authors conclude that collective agreements were seen as an important vehicle for the advancement of management strategies on CI, although management preferences in relation to work demarcations and training were not significantly advanced within the agreements. They observe that there is no single Australian production model, and that company effects, as described by MacDuffie (1995) seem to predominate.

Suggested Citation

  • Richard Gough & Malcolm Macintosh & Bob Park, 2006. "The Influence of Decentralized Bargaining Systems on the Introduction of Continuous Improvement Practices in Australian Automotive Components Companies," Asia Pacific Business Review, Taylor & Francis Journals, vol. 12(2), pages 209-224, April.
    • Handle: RePEc:taf:apbizr:v:12:y:2006:i:2:p:209-224
    DOI: 10.1080/13602380500532347
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    References listed on IDEAS

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    1. Fujimoto, Takahiro, 1999. "The Evolution of Manufacturing Systems at Toyota," OUP Catalogue, Oxford University Press, number 9780195123203.
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