Restructuring processes and capability for voice: case study of Volkswagen, Brussels

Munck, Jean De; Ferreras, Isabelle

doi:10.1108/ijm-05-2013-0099

Cited by 9 publications

(5 citation statements)

References 8 publications

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“…Unfortunately, some of these empirical findings thus far related to capabilities development in human resource management present a rather dim view, where firms tend mostly to rely on employee tradeoffs—the instances where a firm decreases the capabilities of one group of employees in favor of other employees and stakeholder groups (Bonvini, Dif-Pradalier, & Moachon, 2013; De Munck & Ferreras, 2013). However, theoretical management scholarship already suggests the benefits to be gained by increasing the human capabilities of stakeholders such as employees (Gagnon & Cornelius, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Stakeholder Capability Enhancement as a Path to Promote Human Dignity and Cooperative Advantage

Westermann-Behaylo

Buren²,

Berman³

2016

Bus. Ethics Q.

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Promoting dignity is at the heart of the human capability approach to development. We introduce the concept of stakeholder capability enhancement, beginning with a discussion of the capability approach to development proposed by Sen ( 1985 ) and further advanced by Nussbaum ( 1990 ) to incorporate notions of dignity. Thereafter follows a review of the literature on value creation stakeholder management and convergent stakeholder theory (Freeman, 1984 ; Freeman, Harrison, Wicks, Palmer, & DeColle, 2010 ;Harrison & Wicks, 2013 ;Jones & Wicks, 1999 ), as the foundation for our concept of stakeholder capability enhancement. The remainder of this article develops a model that integrates stakeholder management with the human capability approach to detail the cooperative advantage that accrues to business and its stakeholders, as well as the gains in social wellbeing and dignity, when stakeholder capability enhancement becomes a common enterprise strategy. The model also explores the risks and boundary conditions fi rms face when seeking to profi t from stakeholder capability tradeoffs. In explaining the model, we explore normative responsibilities and consequences with regard to human capabilities and dignity. We conclude with implications for future research.

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Section: Literature Reviewmentioning

confidence: 99%

Stakeholder Capability Enhancement as a Path to Promote Human Dignity and Cooperative Advantage

Westermann-Behaylo

Buren²,

Berman³

2016

Bus. Ethics Q.

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“…Consequently, it might motivate employees, might improve operational efficiency, and might accelerate scientific and technological innovation as well as business performance (Albrecht, 2012;Rahul and Neharika, 2016). The formation and joining of unions operate in the same way, which is by grouping individuals and using their collective power to negotiate with and confront companies and employers (Munck and Ferreras, 2013).…”

mentioning

confidence: 99%

“…By participating in improving the business principles of human rights, a company can enjoy a good external operating environment; by safeguarding the human rights of the disadvantaged, it will obtain government support to gain public recognition. In contrast, limiting human rights and avoiding CSR to obtain short-term results is clearly detrimental to a company's competitive environment and long-term development (Albrecht, 2012;Munck and Ferreras, 2013).…”

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confidence: 99%

A multiple attribute decision making approach in evaluating employee care strategies of corporate social responsibility

Liu

Shiue

Chen

et al. 2019

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Purpose Corporate social responsibility has gradually become an essential enterprise responsibility under stakeholders’ expectations. Employee care strategies involve both qualitative and quantitative factors and are receiving special attention with the advent of the information age. In previous studies, a company’s policy of employee care may not fit with the needs of the employees. Consequently, the purpose of this paper is to investigate enterprises’ employee care from the employee’s perspective by adopting a hybrid multiple attribute decision making (MADM) model. Design/methodology/approach This study is based on 159 interviews with senior employees and/or department managers using a survey questionnaire. This study uses the MADM model to conduct the analysis. First, this research study used Decision-Making Trial and Evaluation Laboratory (DEMATEL) to construct an influential network relations map of the 4 dimensions and 13 criteria of employee care. Second, this study uses DEMATEL-based Analytic Network Process to conduct a weight analysis for each dimension and criterion. Third, this study uses VIKOR to calculate employees’ level of satisfaction as well as the gap from the “aspired level.” Findings The results of the study revealed the critical factors influencing employee care and proposed a systematic plan to be used as a reference for improvement. The improvement sequence revealed the following order: Equal employment opportunities→Good industrial relations and benefits→Responsibility to train and educate employees→Occupational health and safety. The empirical results showed there was still 35 percent room for improvement in the enterprises’ implementation policy of employee care. Originality/value The implementation of employee care has become an important issue for corporations since it helps to sustain and to increase an enterprise’s competitiveness in the business environment. However, the extant literature on employee care comes from enterprises’ perspectives instead of from employees’ perspectives. This research investigates the key factors of employee care and successfully shows MADM to be an effective model for the planning and implementation of corporate social responsibilities’ employee care from the perspective of employees.

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“…These studies reinforced that the achievement of the individual worker's desired functionings cannot simply be explained as determined by " the personal attributes [of workers] but rooted instead in strength of collective or organisational resources" (Subramanian and Zimmermann, 2013 p 337). In capability friendly organisations workers are also found to have capability for voice, for example, as part of industrial re-structuring processes (De Munck andFerreras, 2013, Bonvin et al, 2013). Both studies defined workers' capability for voice as the extent to which workers were allowed to express their views and exercise their freedom to choose.…”

Section: Application In Empirical Studiesmentioning

confidence: 99%

“…This section deals specifically with practitioner agency and capability of voice within the context of their role. As noted in Section 3.1 of the conceptual framework chapter, several empirical studies have pointed to structural impediments to workers' capability of voice (De Munck andFerreras, 2013, Bonvin et al, 2013). Capability of voice relies upon the availability of both political and cognitive resources that would enable practitioners to advocate for their own and their clients' interests.…”

Section: Being Marginalised As Workersmentioning

confidence: 99%

Theorising the role of community practitioners supporting young men with mild to borderline intellectual functioning in re-entry

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Restructuring processes and capability for voice: case study of Volkswagen, Brussels

Cited by 9 publications

References 8 publications

Stakeholder Capability Enhancement as a Path to Promote Human Dignity and Cooperative Advantage

Stakeholder Capability Enhancement as a Path to Promote Human Dignity and Cooperative Advantage

A multiple attribute decision making approach in evaluating employee care strategies of corporate social responsibility

Theorising the role of community practitioners supporting young men with mild to borderline intellectual functioning in re-entry

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