Forget Japan: the very British response to lean production.

This paper presents evidence on the management of the labour process (and responses to it) at Rover and Peugeot-Talbot. The analysis of this material is intended to contribute to the wider debate on the claimed Japanization of British industry (Bratton, 1992; Oliver and Wilkinson, 1992) in three main ways. First, it will analyse existing studies of Japanization in terms of two major theoretical models — labelled the "diffusion" and the "bolt-on" model — together with their associated underpinning assumptions. Second, it will compare these models with the recent empirical evidence gleaned from Rover and Peugeot-Talbot. Third, it will outline an "adaptation model" of change based on this evidence. This model highlights the creative role played by both management and unions in responding to lean production. [ABSTRACT FROM AUTHOR]