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The social construction of workforce...

Berry, Daniel E.

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The social construction of workforce development organizations in Singapore and Penang, Malaysia.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The social construction of workforce development organizations in Singapore and Penang, Malaysia./
Author:	Berry, Daniel E.
Description:	278 p.
Notes:	Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 0183.
Contained By:	Dissertation Abstracts International60-01A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9918691
ISBN:	0599177292

The social construction of workforce development organizations in Singapore and Penang, Malaysia.
Berry, Daniel E.

The social construction of workforce development organizations in Singapore and Penang, Malaysia. - 278 p.

Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 0183.

Thesis (E.D.M.)--Case Western Reserve University, Weatherhead School of Management, 1998.

This study reviews the experiences of workforce development organizations in Singapore and Penang, Malaysia. On the basis of the similarities in population and workforce size, the study argues that lessons can be learned from the two places which can be applied to U.S. regions. The study further argues that place-based workforce development strategies, such as those implemented in Singapore and Penang, will be essential to the economic competitiveness of manufacturing and export-oriented regions in a globalized economy.

ISBN: 0599177292Subjects--Topical Terms:

626628
Business Administration, Management.

The social construction of workforce development organizations in Singapore and Penang, Malaysia.
LDR:03468nmm 2200337 4500 001 1846265
005 20051117105706.5
008 130614s1998 eng d
020 $a 0599177292
035 $a (UnM)AAI9918691
035 $a AAI9918691
040 $a UnM $c UnM
100 1 $a Berry, Daniel E. $3 1934385
245 1 4 $a The social construction of workforce development organizations in Singapore and Penang, Malaysia.
300 $a 278 p.
500 $a Source: Dissertation Abstracts International, Volume: 60-01, Section: A, page: 0183.
500 $a Advisers: John D. Aram; Paul F. Salipante.
502 $a Thesis (E.D.M.)--Case Western Reserve University, Weatherhead School of Management, 1998.
520 $a This study reviews the experiences of workforce development organizations in Singapore and Penang, Malaysia. On the basis of the similarities in population and workforce size, the study argues that lessons can be learned from the two places which can be applied to U.S. regions. The study further argues that place-based workforce development strategies, such as those implemented in Singapore and Penang, will be essential to the economic competitiveness of manufacturing and export-oriented regions in a globalized economy.
520 $a In the first part of the study, the Singapore and Penang experiences are placed in the context of what has been referred to as the "East Asian miracle." From the synthesis of various economic and cultural interpretations of East Asian success, a set of questions is developed to guide the second part of the study. The second part includes case studies of the Skills Development Fund and the Institute of Technical Education in Singapore and the Penang Skills Development Center in Malaysia. These analyses are enriched by interviews conducted by the author with principals of the four workforce development organizations and others during site visits to Singapore and Malaysia in early 1998.
520 $a After reviewing the experience of Singapore and Penang, the study concludes that both places have long-term economic development strategies which are supported by education and training policies. These policies ensure the workforce skills needed to support the strategies are available. These policies also reflect a perspective that the direction of economic development can be influenced by investments in the skills of people. Workforce development organizations, capable of adapting readily to changing circumstances, and which coordinate relationships among business, labor, and the government, have been socially constructed to accomplish this goal.
520 $a Despite significant differences in culture, the study suggests that underlying concepts can be abstracted to a higher theoretical level, thereby enabling their transfer to U.S. regions. Five management principles of workforce development are proposed as relevant to U.S. regions. These five "Ps" are: (1)�primacy of people; (2)�productivity through continuous learning and technology; (3)�planning and strategies; (4)�pragmatic change management and adaptation; and (5)�place-based workforce development.
590 $a School code: 1329.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Vocational. $3 1017499
650 4 $a Sociology, Public and Social Welfare. $3 1017909
690 $a 0454
690 $a 0747
690 $a 0630
710 2 0 $a Case Western Reserve University, Weatherhead School of Management. $3 1266715
773 0 $t Dissertation Abstracts International $g 60-01A.
790 1 0 $a Aram, John D., $e advisor
790 1 0 $a Salipante, Paul F., $e advisor
790 $a 1329
791 $a E.D.M.
792 $a 1998
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9918691