Workers, Managers, and Technological Change

Emerging Patterns of Labor Relations

  • Daniel B. Cornfield

Part of the Plenum Studies in Work and Industry book series (SSWI)

Table of contents

  1. Front Matter
    Pages i-xxii
  2. Introduction

    1. Front Matter
      Pages 1-1
    2. Daniel B. Cornfield
      Pages 3-24
  3. Toward Unilateral Managerial Control?

    1. Front Matter
      Pages 25-25
    2. Robert J. Thomas
      Pages 27-45
    3. Arne L. Kalleberg, Michael Wallace, Karyn A. Loscocco, Kevin T. Leicht, Hans-Helmut Ehm
      Pages 47-71
    4. Gordon Betcherman, Douglas Rebne
      Pages 73-89
    5. Daniel B. Cornfield, Polly A. Phipps, Diane P. Bates, Deborah K. Carter, Trudie W. Coker, Kathleen E. Kitzmiller et al.
      Pages 111-134
  4. Toward Labor-Management Cooperation?

    1. Front Matter
      Pages 173-173
    2. Michael Indergaard, Michael Cushion
      Pages 203-228
    3. Dennis A. Ahlburg, Ann E. Carey, Bruce A. Lundgren, Sandra L. Barrett, Lawrence D. Anderson
      Pages 229-245
    4. Gerald Gordon, Sally Moulton, Tom Wachtell, John Francis, Ashraf Zahedi
      Pages 247-262
    5. Arthur R. Schwartz, James D. Abrams, Adria M. Anuzis, John P. Byrne, Tracy Elsperman, Allison Haines et al.
      Pages 263-280
    6. David Lewin
      Pages 281-309
  5. Conclusion

    1. Front Matter
      Pages 329-329
    2. Daniel B. Cornfield
      Pages 331-353
  6. Back Matter
    Pages 355-362

About this book


Workers, Managers, and Technological Change: Emerging Patterns of Labor Relations contributes significantly to an important subject. Technological change is one of the most powerful forces transforming the American industrial relations In fact, the synergistic relationships between technology and indus­ system. trial relations are so complex that they are not well or completely understood. We know that the impact of technology, while not independent of social forces, already has been profound: it has transformed occupations, creating new skills and destroying others; altered the power relationships between workers and managers; and changed the way workers learn and work. Tech­ nology also has made it possible to decentralize some economic activities out of large metropolitan areas and into small towns, rural areas, and other coun­ tries. Most important, information technology makes it possible for interna­ tional corporations to operate on a global basis. Indeed, some international corporations, especially those based in the United States, are losing their national identities, detaching the welfare of corporations from that of particu­ lar workers and communities. Internationalization, facilitated by information technology, has trans­ formed industrial relations systems. A major objective of the traditional American industrial relations system was to take labor out of competition.


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Editors and affiliations

  • Daniel B. Cornfield
    • 1
  1. 1.Vanderbilt UniversityNashvilleUSA

Bibliographic information