Endnotes

1.Harry, Braverman, Labor and Monopoly Capital: The Degradation of Work in the Twentieth Century,Monthly Review Press,, 1974;Paul Thompson, The Nature of Work: An Introduction to Debates on the Labour Process,Macmillan,, 1983. Google Scholar

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3.Braverman, Labor and Monopoly Capital;Richard Edwards, Contested Terrain: The Transformation of the Workplace in the Twentieth Century,Basic Books,, 1979. Google Scholar

4.Braverman, Labor and Monopoly Capital;David Harvey, The Limits to Capital,Basil Blackwell,, 1982, pp.106-10;Craig Littler, The Development of the Labour Process in Capitalist Societies: A Comparative Analysis of Work Organisation in Britain, the USA, and Japan,Heinemann,, 1982, pp.20-27;Thompson, Nature of Work, pp.67-87. Google Scholar

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7.Reinhard, Bendix, Work and Authority in Industry: Ideologies of Management in the Course of Industrialization,Harper & Row,, 1963;Allan Fox, Man Mismanagement,Hutchinson,, 1974;Donald Roy, ‘Quota restriction and goldbricking in a machine shop’, American Journal of Sociology, vol.57, no.5, 1952, pp.427-42. Google Scholar

8.Joan, Woodward, Industrial Organisation: Theory and Practice,Oxford University Press,, 1965;Douglas McGregor, The Human Side of the Enterprise,McGraw-Hill,, 1960;Alfred Chandler, Strategy and Structure,MIT Press,, 1962. Google Scholar

9.Littler, Development of the Labour Process, pp.25-6. Google Scholar

10.See, for example,David Stark, ‘Class struggle and the transformation of the labor process’, Theory and Society, vol.9, 1980, pp.89-129. Google Scholar

11.Edwards, Contested Terrain, pp.97-104;Littler, Development of the Labour Process, pp.30, 46-63. Google Scholar

12.Thompson, Nature of Work, p.74. Google Scholar

13.Edwards, Contested Terrain. Google Scholar

14.Michael, Burawoy, ‘Towards a Marxist theory of the labour process: Braverman and beyond’, Politics and Society, vol.8, no.3-4, 1978, pp.247-312;Michael Burawoy, Manufacturing Consent: Changes in the Labour Process under Monopoly Capitalism,University of Chicago Press,, 1979;Michael Burawoy, The Politics of Production, Factory Regimes under Capitalism and Socialism,Verso,, 1985. Google Scholar

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21.Chris, Nyland, ‘Higgins, scientific management and the 44-hour week’, inK. Hince andA. Williams(eds), Industrial Relations: Research Themes,Association of Industrial Relations Academics of Australia and New Zealand and Industrial Relations Centre,, 1987, pp.187-230;John Shields, ‘Capital, craft unions and metal trades apprenticeship in NSW prior to World War II’, inDrew Cottle(ed.), Capital Essays,UNSW,, 1984, pp.6-18. Google Scholar

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30.Quinlan, ‘Managerial strategy’;Wright, Management of Labour. Google Scholar

31.Constance Lever-Tracy andMichael Quinlan, A Divided Working Class, Ethnic Segmentation and Industrial Conflict in Australia,Routledge & Kegan Paul,, 1988;Robert Tierney, ‘Racial conflicts in the Australian automotive industry in the 1950s: Production line workers, the Vehicle Builders Employees’ Federation and shop floor organisation’, Labour History, no.76, 1999, pp.20-40. Google Scholar

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34.For example BHP and David Jones are two examples of early innovation in what is now termed‘management development’, seeWright, Management of Labour, p.21. For some insights into changes in organisational structure and corporate governance in Australian companies seeGrant Fleming,David Merrett, andSimon Ville, The Big End of Town: Big Business and Corporate Leadership in Twentieth-Century Australia,Cambridge University Press,, 2004. Google Scholar

35.Peter, Armstrong, ‘Management control strategies and inter-professional competition: The cases of accountancy and personnel management’, inDavid Knights andHugh Willmott Gower(eds), Managing the Labour Process,, 1986, pp.19-43;Peter Armstrong, ‘Engineers, management and trust’, Work Employment and Society, vol.1, no.4, 1987, pp.421-40;Y.A. Shenhav, Manufacturing Rationality: The Engineering Foundations of the Managerial Revolution,Oxford University Press,, 1999;Christopher Wright, ‘Reinventing human resource management: Business partners, internal consultants and the limits to professionalisation’, Human Relations, vol.61, no.8, 2008, pp.1063-86. Google Scholar

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37.Andrew, Pettigrew, The Awakening Giant: Continuity and Change in Imperial Chemical Industries,Blackwell,, 1985. For some recent examples of Australian historical cases of organisational change and labour management seeMonica Keneley, ‘In the service of the society: The labour management practices of an Australian life insurer to 1940’, Business History, vol.48, no.4, 2006, pp.529-50;Mark Westcott, ‘Markets and managerial discretion: Tooth & Co., 1970-1981’, Business History, vol.50, no.5, 2008, pp.602-18. Google Scholar

38.See for exampleMerrett andSeltzer, ‘Work in the financial services industry’;Reekie, ‘Humanising industry’. Google Scholar

39.Sanford, Jacoby, Modern Manors: Welfare Capitalism since the New Deal,Princeton University Press,, 1997;Pragnell, ‘Selling Consent’. Google Scholar

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43.Littler, Development of the Labour Process;Tolliday andZeitlin(eds), The Power to Manage?;Mauro Guillén, Models of Management: Work, Authority, and Organization in a Comparative Perspective,University of Chicago Press,, 1994. Google Scholar

44.Jacques Ferland andChristopher Wright, ‘Rural and urban labour processes: A comparative analysis of Australian and Canadian development’, Labour/Le Travail, vol.38, 1996, pp.142-69;Arthur McIvor andChristopher Wright, ‘Managing labour: UK and Australian employers in comparative perspective, 1900-1950’, Labour History, vol.88, 2005, pp.45-62. Google Scholar

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46.See for exampleStephen R. Barley andGideon Kunda, Gurus, Hired Guns and Warm Bodies,Princeton University Press,, 2004;Paul Thompson andChris Smith, (eds), Working Life: Renewing Labour Process Analysis,Palgrave Macmillan,, 2010. Google Scholar