Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/233039

Title

Satyagraha and employee relations: lessons from a multinational automobile transplant in India

Author(s)

Mathew, Saji K.;  Jones, Robert

Abstract

Purpose: The purpose of this paper is to analyse the role of non-violent protest (satyagraha) in a multinational automobile plant in India that has suffered from considerable employee relations problems. Design/methodology/approach: The paper employs a case study of a Japanese-owned company using data obtained from 30 personal interviews and from internet media sources. Findings: It is found that workers initially pursued their protests through satyagraha-style methods before taking on a more violent posture when company management refused to accept any notion of jointly seeking a new harmony. The reasons for these developments are explored. Practical implications: The paper has implications for the manner in which scholars and practitioners view the respective roles, significance, and management of satyagraha and non-satyagraha protest in Indian companies. Originality/value: The importance of satyagraha in Indian employee relations is under-researched in comparison with other factors, and is especially significant for culturally-unaware multinational companies in successfully understanding and managing protest in the workplace context.

Publication type

Journal article

Research centre

Swinburne University of Technology

Source

Employee Relations, Vol. 34, no. 5 (2012), pp. 501-517

Publication year

2012

FOR Code(s)

1503 Business and Management

Keyword(s)

Automobile industry;  Employees relations;  India;  Multinational companies;  Protests;  Satyagraha;  Toyota

Publisher

Emerald Group Publishing

ISSN

0142-5455

Publisher URL

http://dx.doi.org/10.1108/01425451211248550

Copyright

Copyright © Emerald Group Publishing Limited.

Peer reviewed