Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational

This paper presents an ethnographic study of micro-politics, control and resistance within a Japanese multinational. The transfer of management practices within a multinational is a theoretically interesting context in which to examine these processes. The study reveals how micro-political strategies were sustained and resisted within different contexts, drawing on concepts of contextual rationality, contested rationality, institutional theory, labor process theory and recent theorizing of control processes within the multinational.