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The Transformation of Labour RelationsRestructuring and Privatization in Eastern Europe and Russia$
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John Thirkell, Krastyu Petkov, and Sarah Vickerstaff

Print publication date: 1998

Print ISBN-13: 9780198289791

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198289791.001.0001

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Foreign Ownership and its Consequences

Foreign Ownership and its Consequences

Chapter:
(p.137) 8 Foreign Ownership and its Consequences
Source:
The Transformation of Labour Relations
Author(s):

J. E. M. Thirkell

K. Petkov

S. A. Vickerstaff

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198289791.003.0008

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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