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Labour as Entrepreneurs. The Ambivalent Role of Labour in Restructuring in the Polish Steel Industry

100%

Trappman V.

Warsaw Forum of Economic Sociology

2011

vol. 2

issue 4

7-28

The paper analyses steel restructuring at one of the major steel companies in Poland. It traces the restructuring history from the 1990s up to recent times, arguing that restructuring was heavily influenced by EU-accession conditionality and by the sector-oriented policy of Polish trade unions. While steel restructuring is often considered a major success story in Poland, this article, basing its argument on the life trajectories of the redundant workers, highlights the downside of a sectoral approach which operates at the expense of regional restructuring.

Corporate Social Responsibility and Executives’ Attitudes in Germany, Poland and Hungary

63%

Bluhm K., Trappman V.

Warsaw Forum of Economic Sociology

2015

vol. 6

issue 12

7-36

By examining executives' cognitive concepts of responsibility and the CSR activities of companies in three latecomers to explicit Corporate Social Responsibility (CSR) - East and West Germany, Poland and Hungary - we show that the specific contexts matter for both. However, attitudes and activities are not in a deterministic relation. In (West) Germany, a neocorporatist concept of collective regulation is supportive of CSR, and implicit CSR is not driven out by an explicit CSR. In Poland and Hungary, the public discourse on CSR promoted by the EU has led to a ceremonial adoption of CSR by companies, while etatist and minimalist concepts of responsibility are relatively widespread. Substantive CSR is fostered by multinationals and executives who have studied in an Anglo-Saxon country. Yet, this seems not to be a peculiar feature of the Polish and Hungarian 'dependent market economy'.

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2 Warsaw Forum of Economic Sociology

2 Trappman V.

1 Bluhm K.

1 2015

1 2011

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Labour as Entrepreneurs. The Ambivalent Role of Labour in Restructuring in the Polish Steel Industry

Corporate Social Responsibility and Executives’ Attitudes in Germany, Poland and Hungary