This timely book investigates the experiences of employees at all levels of Boeing Commercial Airplanes (BCA) during a ten-year period of dramatic organizational change. As Boeing transformed itself, workers and managers contended with repeated downsizing, shifting corporate culture, new roles for women, outsourcing, mergers, lean production, and rampant technological change. Drawing on a unique blend of quantitative and qualitative research, the authors consider how management strategies affected the well-being of Boeing employees, as well as their attitudes toward their jobs and their company. Boeing employees’ experience holds vital lessons for other employees, the leaders of other firms determined to thrive in today’s era of inescapable and growing global competition, as well as public officials concerned about the well-being of American workers and companies.
|Publisher:||Yale University Press|
|Product dimensions:||6.10(w) x 9.40(h) x 1.10(d)|
What People are Saying About This
"Turbulence is not only a masterful, detailed study of ten years of dramatic organizational change at Boeing. It is also a story of how American managers and workers can cope with the fierce pressures of global economic competition, seeking both high productivity and a decent workplace.(Benjamin I. Page, Gordon Scott Fulcher Professor of Decision Making, Northwestern University)
“Turbulence traces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read.(Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania)
"The mix of qualitative and quantitative analysis is admirable and well done, a credit to the authors. The power of the work comes from an unusual, perhaps unique, empirical data-base looking at what actually happens to employees living through massive corporate change."-Jim Collins, author of Built to Last, Good to Great, and How the Mighty Fall