haku: @author McMahon, T. F. / yhteensä: 2
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| Tekijä: | McMahon, T. F. |
| Otsikko: | From social irresponsibility to social responsiveness: The Chrysler / Kenosha plant closing |
| Lehti: | Journal of Business Ethics
1999 : JUN, VOL. 20:2, p. 101-111 |
| Asiasana: | Industries Cars Business ethics Companies Industrial plant Social responsibility USA |
| Kieli: | eng |
| Tiivistelmä: | In 1987, Chrysler bought American Motors incl. a plant in Kenosha, Wisconsin, U.S. Employing 6 500 workers, most of whom members of the United Auto Workers (UAW), Chrysler became the city's largest employer. For decades, the UAW had strong influence on city politics. However, in the 1980s young professionals in Kenosha began challenging this status quo. Chrysler shocked the citizens of Kenosha its executives announcing the closing of their plant within a year. From an ethical perspective, just cause, due process and mitigation of harmful effects should be applied in the discussion of a plant closing. At first, Chrysler offered minimal compensation. Strong negative reaction had a powerful effect on Chrysler's decision to close the plant but offering generous social and financial assistance. Thus, Chrysler became socially responsive in providing the city with new and greater opportunities. |
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