The Swedish auto industry has developed a distinct production
design and work organization, exploring alternatives to the
assembly line and to the traditional shop-floor hierarchy, with a
model of teamwork that increases independent decision making and
elicits strong union commitment. Berggren evaluates in detail the
reorganization of work within the Swedish auto industry from 1970
to 1990. In his introduction to the new edition, he explores the
significance of Volvo's decision to close its two most innovative
plants.
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