This research focuses on the ways in which individuals play out their Scottish ethnic feelings and on the role of dress in this process. Using the grounded theory approach, participants defining themselves as ethnically Scottish were interviewed for this study. The findings indicate that respondents vary greatly in the emphasis they place on Scottish ethnicity when defining their self-identities. Additionally, respondents differ in the degree to which they feel complete in their Scottish identity. Those who find their Scottish ethnicity to be salient to their definition of self put more effort into the construction of that identity. Oftentimes, ethnic dress symbols play a prominent role in this construction process -the importance of dress diminishes as feelings of identity completeness increases.
Many manufacturers have implemented a participative, team‐based approach to remain competitive in this global arena. Numerous studies have extolled the competitive advantages of implementing this approach. Few studies, however, have examined employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change from the employees’ point of view by investigating the transition from piece rate to team‐based production in a sewn‐products plant. Using the case study approach, 16 in‐depth interviews were conducted, observations were made, and written documents were analyzed. Employees’ perceptions of their work environment prior to the transition, the transition itself, and the resulting new corporate culture are discussed. The new corporate culture is described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole. Negative outcomes of the participative approach are also addressed.
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