Workplace Reform and International Competitiveness: The Case of New Zealand

Abstract

The Porter Report recommends New Zealand businesses pursue a strategy of high value added through upgrading competitive advantage. Central to such a strategy is the refotm of workplace relations. This paper posits two possible models for reform: one based on Japanese type practices the other building on the Australian refotnz experience. The discussion suggests the need for reforms based primarily at the level of the enterprise and conducive to behaviour which assists improvements in quality, innovation, product differentiation and flexibility.