Foreign Ownership and its Consequences
Foreign Ownership and its Consequences
The aim of this chapter is to examine the impact of foreign ownership on labour relations. This chapter is based on five cases. The first, Slovcar, from Slovakia, shows how foreign management was able to introduce managerial practices for restructuring the organization of work which it had not yet tried in its domestic plants whilst retaining the indigenous representational structures. This is followed by the cases of the Hungarian Promed and the Bulgarian Foundry. These are treated as a pair, linked by the fact that a period of joint ownership led to conflicts between the internal and external partners, the termination of the joint venture, and reversion to indigenous ownership. Finally, Hungair and Bosair are considered as a matched pair, distinguished principally by the fact that so far only the first of these has experienced foreign ownership and privatization, whereas in the latter, privatization has been repeatedly deferred. This permits comparison in terms of changes in the development of labour relations in the two cases on the basis of the factual and the counterfactual.
Keywords: foreign ownership, labour relations, Slovcar, foreign management, Promed, Foundry, joint ownership, Hungair, Bosair, privatization
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