By Maurizio Atzeni (eds.)
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The most significant occupations remained those in response to closure and, in these circumstances, employees needed to formulate their own alternative. In the circumstances, employee representatives had a number of possibilities of either mobilization against closure or negotiation of the terms of redundancy. If closure was resisted, and this tended to be the action of a small proportion of the redundant workforce, they were drawn into formulating their own case. Some sought a new owner for the enterprise, attempting to present a going concern with perhaps a reduced workforce.
While the need to respond quickly to the market has reduced the room for effective participation and has installed the dominance of purely capitalist models of management, Mondragon remains a socially complex reality in which power is dispersed and alternative models of work and participation are continually discussed and re-arranged. Chapter 5, by Camila Piñeiro Harnecker, shifts the focus from Europe to Latin America, analysing issues of democracy and solidarity in newly formed producers’ cooperatives in Venezuela.
And Smith, C. (2010), Working Life: Reviewing Labour Process Analysis, Basingstoke, Palgrave Macmillan. 24 An Introduction to Theoretical Issues Tinker, T. (2002), Spectres of Marx and Braverman in the twilight of postmodernist labour process research, Work Employment & Society, 16:2, 251–281. Turner, C. (1995), Japanese Workers in Protest: An Ethnography of Consciousness and Experience, Berkeley, University of California Press. Van der Linden, M. (2008), Workers of the World, Essays Toward a Global Labour History, Leiden, Brill.