Transnational corporations and international production: concepts, theories and effects; Organizational change

Author(s):  
Keith Jackson
1993 ◽  
Vol 14 (4) ◽  
pp. 527-548 ◽  
Author(s):  
Christos Pitelis

We examine the link between transnational corporations (TNCs), international state apparatuses and deindustrialization. We suggest that international state apparatuses, such as the EC, are institutional devices, complementary to firms (including TNCs) and states in international production and the division of labour. Their policies are the result of, or express, a complex interaction of (the interrelationships between) often conflicting interests of, for example, consumers, TNCs and state functionaries. The complex articulation of the relationships involved and the associated often non-predetermined nature of emergent policies, allows for the identification of applicable, e.g. consensus-based, policies. Internat ionalization of production and the TNC is linked with the emergence of internat ional state apparatuses, such as the EC, but also the 'new international division of labour, deindustrialization and 'relative decline'. Being a home base to TNCs does not immunize a country from deindustrialization. All these support the concept that EC policies which support forces competitive to TNCs could be of benefit to Europe.


2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.


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