Managing Change in an Era of Globalisation
Edited by Bernard Gazier and Frédéric Bruggeman
Gelica Dalon and François Pichault INTRODUCTION Labour is faced with profound organisational changes. Businesses are reviewing how they are organised prompted by intense competition and the need for ﬂexibility. The large vertically integrated company is breaking down into multiple forms and complex partnerships. Many SMEs are resistant to growth and are creating networks to confront markets with a critical mass. Organisations generally centre on their core activity and outsource peripheral activities. These organisational changes are mainly inﬂuenced by the supply chain principles (Deﬀayet, 2001), and this has the eﬀect of blurring the traditional boundaries of organisations (Pichault, 2000) and diluting the link to employment (Supiot, 1999). If supply chains are increasingly governing the work relationship, where does the responsibility for social management lie? Are we not witnessing an increasing separation between economic and social responsibility? If one of the links in the network restructures, does this mean collateral damage for the other links in the chain? In this context, developing mutualised systems such as Employer Groups (EGs), or “job pools” appears to be an interesting prospect in the allocation of resources. On the one hand, companies can share costs linked to recruitment, training and the management of part of their workforce. On the other hand they can reduce the risks related to changes in activity (responding better to sudden rises and falls in demand). Mutualisation systems oﬀer employees ways to increase the security of their employment. However, the fact remains that in most countries in...
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