104,788 research outputs found
La implantación industrial de Renault en España: los orígenes de FASA-Renault, 1950-1970
No full textEste artículo estudia las dos primeras décadas de actividad industrial en España
de la empresa francesa de automóviles Renault. El trabajo se inicia con un examen
del proceso de negociaciones que desembocó en la concesión de la primera licencia
de fabricación y en la constitución de la sociedad española concesionaria (FASA),
cuyo capital fue enteramente suscrito por accionistas españoles. Durante sus primeros
doce años de vida industrial, FASA creció a un ritmo sostenido, pero adoleció de importantes problemas de calidad y organización. Su verdadera expansión fue pareja al control de la sociedad matriz francesa, efectivo desde 1964. El artículo
finaliza con la exposición de algunos de los factores explicativos del éxito de Renault
en España, entre ellos la adaptación a los condicionantes del mercado local, la concesión de ciertos márgenes de gestión autónoma y la flexibilidad en materia de
exportación.This article analyses the industrial activity of the French automobile company
Renault during its first two decades in Spain. A first section examines the negotiations which concluded in the concession of the Spanish license and the establishment of a Spanish licensee society (FASA). A second part analyses the early years of FASA, in which it experienced a sustained growth overshadowed by product quality and management problems. We show how FASA’s main phase of expansion coincided
with the French head office’s control, effective from 1964 on. The last part of the
article summarizes some of the factors contributing to the success of Renault in
Spain: such as adapting to local market conditions, establishing a certain degree of
freedom in management and a more flexible export policy.Publicad
Responses to a crisis: FASA-Renault in Spain during the 1970s
No full textThis paper analyses the trajectory of the Spanish automobile firm FASA-Renault during the 1970s. This period comprises the early years of the crisis experienced by the Spanish economy and industry between 1974 and 1985. At the external level, the Spanish economy was affected by two oil shocks. At an internal level, the automobile industry was affected by a decree passed by the government: the so-called Ford decree of 1972, which allowed the establishment of the American company in Spain and had serious consequences for SEAT, the main Spanish producer. The production of SEAT suffered a one third reduction between 1972 and 1980 and, in addition, the financial situation of the firm was unsustainable. Conversely, during this stage FASARenault became the main Spanish production (its outpout was multiplied by 3,5 during the 1970s) and sales leader in Spain (its sales as percentage of total Spanish market sales increased from 23 to 36%). The main aim of this paper is to analyse the trajectory of success of FASA-Renault in Spain durig the 1970s.development, industrial policy, fasa-renault, spain, automobile
Responses to a crisis: FASA-Renault in Spain during the 1970s
No full text[cat] Aquest treball analitza la trajectòria de l’empresa FASA-Renault durant la dècada dels setanta del segle XX. Aquest període compren els primers anys de la crisis experimentada per l’economia i la industria espanyola entre 1974 y 1985. A nivell extern, l’economia espanyola es va veure afectada per dos xocs en el preu del petroli. A nivell intern, la industria de l’automòbil es va veure afectat per un decret governamental: es tractava de l’anomenat decret “Ford”, aprovat l’any 1972, el qual facilitava l’establiment de Ford a Espanya. Aquest decret va tenir greus conseqüències per a SEAT, el principal productor espanyol. Entre 1972 y 1980 la producció de SEAT es va reduir en una tercera part i la seva situació financera va esdevenir insostenible. Per contra, en aquest període FASA-Renault va esdevenir el principal productor ubicat a Espanya (la seva producció es va multiplicar per 3,5 durant els anys setanta) i en líder de ventes en el mercat espanyol (la seva penetració es va incrementar del 23 al 36%). El principal objectiu del treball es analitzar els factor que expliquen l’èxit de FASARenault durant els anys setanta.[eng] This paper analyses the trajectory of the Spanish automobile firm FASA-Renault during the 1970s. This period comprises the early years of the crisis experienced by the Spanish economy and industry between 1974 and 1985. At the external level, the Spanish economy was affected by two oil shocks. At an internal level, the automobile industry was affected by a decree passed by the government: the so-called “Ford” decree of 1972, which allowed the establishment of the American company in Spain and had serious consequences for SEAT, the main Spanish producer. The production of SEAT suffered a one third reduction between 1972 and 1980 and, in addition, the financial situation of the firm was unsustainable. Conversely, during this stage FASARenault became the main Spanish production (its outpout was multiplied by 3,5 during the 1970s) and sales leader in Spain (its sales as percentage of total Spanish market sales increased from 23 to 36%). The main aim of this paper is to analyse the trajectory of success of FASA-Renault in Spain durig the 1970s
Co-managed versus management-dominated globalisation – The implications of the globalisation of assembly and production in the German and French automobile industry on industrial relations with particular reference to the cases of Volkswagen and Renault
No full text[Introduction]. The following essay analyses how the industrial relations actors of the German and French automotive industry, exemplified with particular reference to Volkswagen and Renault, mediate the pressure which has been induced through the increasing globalisation of production structures. The point of departure is the question whether globalisation might lead to institutional and procedural convergence or whether national and company specific modes of mediation, which encourage diverging modes of dealing with globalisation, persist. This question seems justified and plausible against the background of increasingly converging collective agreements on employment and competitiveness in virtually all major European car companies. Taking seriously this tendency of functional convergence the key question of the essay is whether more market-driven regulation modes under the impact of globalisation (e.g. agreements on securing employment and production) have the same implications for the industrial relations at Volkswagen and Renault
Integration versus subcontracting: The case of the French automotive industry (1945-1970).
No full textToday’s car manufacturers resort widely to subcontracting, but the origins of this practice are not recent. From the beginning of the twentieth century, the car manufacturer Louis Renault committed the production of some components to external suppliers, although the company is often presented as a comprehensive model of vertical integration. This article aims to describe the evolution of subcontracting within the Renault firm from 1945 to the 1970s. This family business company constitutes a relevant case study because of its history. During the interwar period, Renault became the leading French car manufacturer. The company then undertook a broad diversification of its business activities (towards the production of tractors, airplanes, buses, tanks…), but finally chose to focus on its core activity: the automotive business. In addition, this firm’s history is particularly interesting due to its close links with the history of France in the 20th century (Fridenson, 1998; Sardais, 2005). During this century, the political, economic and social events affecting France strongly influenced the company’s activity and constituted crucial turning points in its history (war production, nationalisation, privatisation …). The study of Renault’s archives, such as activity reports and internal memoranda, allow us to distinguish four stages in the evolution of the company’s externalisation policy. The nationalisation of the firm, at the end of World War II, constituted an interlude in its history. Under state control, the firm’s managers started to reflect on the possibility of a subcontracting policy. However, this debate was interrupted by strikes in the Billancourt factories. A real subcontracting strategy was implemented from the 1950s, after being hotly debated by the firm’s stakeholders. A great number of memoranda on the subject reveal a passionate debate on the advantages and disadvantages of subcontracting. The premises of this policy were not clearly affirmed, but they constituted the beginning of an irreversible process.Subcontracting; Renault;
Análise da estrutura de governance e do processo de cooperação da rede de fornecedores-parceiros da Renault do Brasil S/A
No full textDissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Sócio-Econômico. Programa de Pós-Graduação em Economia.As redes de firmas são estruturas empresariais, na qual as empresas que dela fazem parte estabelecem relações cooperativas que são coordenadas através de regras estabelecidas pela empresa mais importante do arranjo, por uma entidade externa ou através de negociação entre as empresas da estrutura citada. A empresa automobilística Renault produz veículos de passeio e utilitários em nível internacional. A Renault do Brasil S/A, uma de suas unidades de produção, está localizada no Estado do Paraná, Brasil. A produção de veículos desta unidade é realizada através de um processo de integração com os fornecedores. Estes estão organizados na forma de uma rede de firmas, onde os mais importantes (fornecedores-parceiros) produzem suas peças e componentes em processo integrado com a montadora. Os principais resultados do estudo revelam que, em termos de características técnico-produtivas, a produção dos fornecedores-parceiros é avaliada em termos de qualidade e requisitos técnicos antes de chegar a montadora, os componentes dos fornecedores são introduzidos na linha de montagem de forma sincronizada com o fluxo de montagem, e eventuais problemas no processo de produção envolvendo os fornecedores, são resolvidos de forma negociada entre as partes. As características interorganizacionais e tecnológicas, demonstram que o desenvolvimento das peças e componentes dos fornecedores-parceiros é realizado nos laboratórios destes ou no centro de pesquisas da montadora na França, as sugestões dos fornecedores no que se refere a alterações ou modernização dos componentes são consideradas pela Renault, e esta auxilia seus fornecedores-parceiros na solução de problemas de produção e qualidade. A integração entre estes fornecedores e a montadora envolve o processo de produção de ambos, existindo um sistema de just in time externo que torna a produção na rede mais eficiente. Esta rede de firmas, que tem a Renault como a empresa coordenadora do arranjo e uma estrutura hierarquicamente organizada de fornecedores produzindo em parceria, identifica-se com as premissas do Modelo de Rede de Firmas de Produtos modulares proposto por Britto (1999) para a indústria automobilística
La collaboration policière internationale en Europe
No full textRenault G., Vanderborght J., Van Outrive Lode. La collaboration policière internationale en Europe. In: Déviance et société. 1996 - Vol. 20 - N°2. pp. 173-192
La collaboration policière internationale en Europe
No full textRenault G., Vanderborght J., Van Outrive Lode. La collaboration policière internationale en Europe. In: Déviance et société. 1996 - Vol. 20 - N°2. pp. 173-192
Recensão crítica ao livro de G. Duménil, M. Löwy e E. Renault, Lire Marx (Paris, PUF, 2009)
No full textRecensão crítica ao livro de G. Duménil, M. Löwy e E. Renault, Lire Marx (Paris, PUF, 2009
The Use of Strategic Metaphors in Intercultural Business Communication
No full textThis paper contends that the use of strategic metaphors can help deliver the effective intercultural business communication necessary for global success. Using the Renault-Nissan Alliance as an example, the authors argue that an appropriate metaphor can help provide the global glue which captures the essence of the organisation’s activities, encapsulates its strategic intent, incorporates the national and global cultures, and portrays its ethical and business stance. Indeed, as is the case in the Renault-Nissan Alliance, the appropriate use of metaphor allowed the firm to bind a diverse group of stakeholders to a common goal by using the inherent ambiguity and multiplicity of meaning of the metaphor to overcome Asian and Western intercultural differences and at the same time maximise goal congruence.intercultural business communication, strategic metaphors, alliance relationships
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