著者

平尾 毅

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.37, no.1, pp.28-52, 2002-06-25 (Released:2009-11-06)

被引用文献数

1

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The objective of this paper is to identify the features of the interwar labour policy of Imperial Chemical Industries Ltd. (I.C.I.) by studying the connection between labour policy and welfare programmes.Industrial welfare was important for I.C.I., which possessed about 70 factories and some 40, 000 employees through amalgamation, as a labour strategy to stabilise industrial relations by reducing employment insecurity and fostering worker loyalty.The I.C.I. welfare schemes underwent a conversion from paternalistic benefits based on unitary ideals, such as personal contact between employers and employees, into systematic benefits based on formal rules, such as a joint contributory scheme. This change was made clear by analysing the systematisation of I.C.I. welfare schemes between the early period when Sir Alfred Mond, the first chairman, needed to lay the foundations for the new company and the latter period when Sir Harry McGowan, the second chairman, had to implement business restructuring by laying off and reshuffling surplus workers after the Great Depression.In the latter period, consequently, the square deal of all I.C.I. workers engaged in various trades in each factory indicated mechanistic unification of industrial relations, which was realised by introducing more comprehensive and systematic welfare programmes. In this respect, I.C.I. welfare programmes functioned effectively as a means to consolidate industrial relations.My conclusion includes the important implication that the role of systematic welfare schemes as a centralised labour policy was to facilitate labour turnover between subsidiary factories and to promote or supplement business restructuring with lay-offs and replacement of redundant labour in the early 1930s, by constructing comprehensive welfare programmes as the safety net in situations where the predecessor and conventional administrations of the constituent companies of I.C.I. remained to some extent.

著者

平尾 毅

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.36, no.1, pp.60-83, 2001-06-25 (Released:2009-11-06)

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This paper explores the role of industrial welfare in industrial relations, internal labour markets, and the management thought at Cadbury in early twentieth-century England.Welfare provisions by British employers have been hitherto regarded as an expression of philanthropy or gentlemanship in nineteenth-century England, which despised the mammonism. It has been also said that there was no labour management because of craft regulations in British industries. Industrial welfare, therefore, has been considered the only managerial authority of the employers, who could not manage production processes directly.In this paper, industrial welfare is dealt with as a labour strategy. British employers intended to avoid industrial conflict and increase efficiency of work through the various labour policies, such as overseeing, deskilling, piece-wages, and welfare provisions. In these respects, industrial welfare was useful as one means to modify conflicts in employment relations that could not be solved by the cash nexus and to win the loyalty of employees.The case of Cadbury indicates that industrial welfare contributed to reconstructing industrial relations system in the new managerial structure; that the company provisions, including health care and education of employees, provided a solution to recruitment, training, and promotion problems at the company-level; and that industrial welfare contributed to the humanising of labour. The human factor of labour management was emphasised by the employer, who used industrial welfare as a labour strategy at a time, when Taylorism was discussed in England.Finally, industrial welfare at Cadbury was used as one means of labour management based on the physical and mental control of the employees by the employers, who retained traditional authority under a bureaucratic organisation.

著者

米倉 誠一郎 島本 実 崔 裕眞 宮崎 晋生 平尾 毅 川合 一央 星野 雄介 清水 洋

出版者

一橋大学

雑誌

基盤研究(A)

巻号頁・発行日

2011-04-01

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本研究プロジェクトは、日本企業の製品開発における外部の経営資源の活用を考察することを目的としたものであった。特に、近年になり外部の経営資源を活用した価値づくりは、「オープン・イノベーション」として大きな注目をあつめるようになった。本研究プロジェクトではオープン・イノベーションを中心として研究を進め、日本企業の課題を分析してきた。より具体的には異なる企業間のコラボレーションを上手く進めるための組織体制や、外部の経営資源を活用する上での戦略などを議論してきた。それらの一部は『オープン・イノベーションのマネジメント』として2015年に出版された。