Chinese Labor in a Korean Factory: Class, Ethnicity, and by Jaesok Kim PDF

By Jaesok Kim

Chinese exertions in a Korean Factorydraws on fieldwork in a multinational company (MNC) in Qingdao, China, and delves deep into the facility dynamics at play among Korean administration, chinese language migrant staff, local-level chinese language govt officers, and chinese language neighborhood gangs. Anthropologist Jaesok Kim examines how governments, to draw MNCs, relinquish components in their criminal rights over those entities, whereas MNCs additionally hand over parts in their rights as proxies of world capitalism by means of complying with neighborhood govt directions to make sure infrastructure and inexpensive exertions. This ethnography demonstrates how a specific MNC struggled with the strain to be more and more ecocnomic whereas negotiating the conflict of Korean and chinese language cultures, traditions, and periods at the manufacturing facility ground of a garment corporation.

Chinese hard work in a Korean Factory will pay specific recognition to universal good points of post-socialist international locations. through reading the contentious collaboration among overseas administration, manufacturing unit staff, executive officers, and gangs, this research contributes not just to the examine at the politics of resistance but additionally to how international and native forces engage in concrete and fabulous methods.

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Extra info for Chinese Labor in a Korean Factory: Class, Ethnicity, and Productivity on the Shop Floor in Globalizing China

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The virtual lack of public services such as pay phones and toilets further frustrated the foreign visitors. To buy basic personal necessities, they needed to take a slow bus for an hour to reach a small retail shop. The bathroom in the guest house arranged by the village government did not have hot water and even the cold tap water had a strong rusty smell. Several Koreans remembered that using the bathrooms in rural villages was particularly grim; there were no “modern” toilets, just a small pit surrounded by walls on three sides.

It is certain that the policy changes improved the workers’ situation, since the government increased the minimum wage and enhanced its supervision of individual workshops. The changes also put certain limits on the degree and type of labor control management could exercise and gave more leverage to workers in their relations with management. However, for the management of Nawon, which had been suffering from rapidly rising labor costs and a subsequent fall in profit introduction 21 rates, the growing supervision by the Chinese government only indicated that its golden years in China would end soon.

At that time, Korean workers had to work 54 hours a week on average while suffering from a low standard of living and poor working conditions. The South Korean government denied workers’ rights to organize and take collective action, believing that active labor unions would dissuade many MNCs from investing in the country (Cumings 2005; Eckert et al. 1990; Janelli and Janelli 1993; Choongsoon Kim 1992). Korean corporations in the light, labor-intensive industrial sectors hastened their relocation to other countries because the 1987 wage hike and double-digit wage increases thereafter removed most of their relative production advantages in South Korea.

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Chinese Labor in a Korean Factory: Class, Ethnicity, and Productivity on the Shop Floor in Globalizing China by Jaesok Kim


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