The last two decades of the twentieth century were a tumultuous
time of innovation for business and labor. Perhaps the boldest and
most far-reaching experiment in industry was the creation of the
Saturn Corporation. Working together as partners, the UAW and
General Motors built a new small car in Spring Hill, Tennessee,
with American suppliers and American workers. Saturn's locally
designed manufacturing system featured self-directed teams and the
integration of union representatives into management's strategic
and operational decision-making processes.
Saul A. Rubinstein and Thomas A. Kochan have followed the Saturn
story since its beginning in 1983. Through surveys as well as
hundreds of interviews with company managers, union
representatives, and employees, and with leaders of GM and the UAW,
they trace the history of, and the lessons to be learned from, this
"Different Kind of Company".
The Saturn experiment embodied a new concept of labor-management
relations, management, and organizational governance. Has it been a
success or a failure? Is it relevant in the current industrial
environment? What effect has it had on GM and the UAW? The authors
resist overly simplistic conclusions; Saturn's strengths and
limitations must be fairly assessed before the company's experience
can provide lessons on the future of unions, labor-management
relations, work organization, and corporate governance.
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