Learning from Saturn

"This is a jewel of a book: most informative, insightful and, in several respects, even endearing... This reviewer feels that the authors have achieved a scintillating success both in looking at this experiment openly, critically and in-depth on the basis of years of superb research, and in conveying their results and judgments in a most readable and lively language... Read what Rubinstein and Kochan have to say... is the best advice that can be given."-Jean Gerin-Lajoie, Ecole des hautes etudes commerciales. Relations Industrielles/Industrial Relations, 2001, Vol. 56, No. 4 "This book is about the innovative Saturn experiment, America's most thoroughgoing attempt to restructure the entire production and distribution as well as industrial relations systems... Learning from Saturn is an excellent window into the labor-management participation process. It provides a useful case study for instructional purposes as well. I have used the book twice in classes as the basis for a productive discussion about participation."-Michael H. Belzer, Wayne State University, Industrial and Labor Relations Review, October 2004, 58:1 "Learning From Saturn is a very nice and concise account of the Saturn process... Labor relations policymakers, both in the private and public sectors, should read this book."-Henry P. Guzda, Monthly Labor Review, August 2002 "For the past two decades there has been no experiment in labor-management relations more revolutionary, more path-breaking, and more critical than that forged by the UAW and General Motors at the Saturn plant in Tennessee. And there is no one who tells that story better than Saul Rubinstein and Tom Kochan. This superb book documents the trials and tribulations of this grand experiment, providing all of us with important insights not just about Saturn, but the emerging world of union-management partnerships in a global economy."-Barry Bluestone, coauthor of Negotiating the Future: A Labor Perspective on American Business "Saturn has pushed the envelope-creating extraordinarily high-quality cars through extraordinarily high levels of worker involvement. This book shows how this"different kind of organization" really functions and in the process raises urgent, deep questions about the future of US industry."-Paul S. Adler, University of Southern California