Jeremy Weinstein is an assistant professor of political science at Stanford University and an affiliated faculty member at CDDRL and CISAC. Previously, he was a research fellow at the Center for Global Development, where he directed the bi-partisan Commission on Weak States and US National Security. While working on his PhD, with funding from the Jacob Javits Fellowship, a Sheldon Fellowship, and the World Bank, he conducted hundreds of interviews with rebel combatants and civilians in both Africa and Latin America for his forthcoming book, Inside Rebellion: The Politics of Insurgent Violence. He has also worked on the National Security Council staff; served as a visiting scholar at the World Bank; was a fellow at the Woodrow Wilson International Center for Scholars; and received a research fellowship in foreign policy studies at the Brookings Institution. He received his BA with high honors from Swarthmore College, and his MA and PhD in political economy and government from Harvard University.

Jared Genser is an attorney in the global government relations group of DLA Piper US LLP in Washington, D.C. and President of Freedom Now (www.freedom-now.org), a non-profit organization that works to free prisoners of conscience worldwide through legal, political, and public relations advocacy efforts. He is a term member of the Council on Foreign Relations and in Winter 2008 will be an Adjunct Professor Law at the University of Michigan Law School teaching a seminar entitled "The UN Security Council in the 21st Century: Operations, Impact, and Reform." Genser was a 2006-2007 Visiting Fellow with the National Endowment for Democracy. His human rights clients have included former Czech Republic President Vaclav Havel, former Norwegian Prime Minister Kjell Magne Bondevik, and Nobel Peace Prize Laureates Aung San Suu Kyi, Desmond Tutu, and Elie Wiesel. Previously, Genser was a management consultant with McKinsey & Company, the global strategy consulting firm. He holds a B.S. from Cornell University, a Master in Public Policy from the John F. Kennedy School of Government at Harvard University where he was an Alumni Public Service Fellow, and a J.D., cum laude from the University of Michigan Law School. He has published op-eds on human rights topics in such publications as the New York Times, Washington Post, Wall Street Journal Asia, International Herald Tribune, The Nation (Bangkok), The Independent (UK), and The Star (Johannesburg), among others.

John M. Owen, IV, is an Associate Professor in the Department of Politics at the University of Virginia. He is the author of Liberal Peace, Liberal War: American Politics and International Security (Cornell, 1997), as well as of articles in Foreign Affairs, International Security, International Organization, International Studies Quarterly, Internationale Politik und Gesellschaft, The National Interest, and Perspectives on Politics, and of chapters in several edited volumes. He is a member of the editorial board of International Security. Owen is currently completing a book manuscript titled Clashes of Ideas in World Politics: Ideologies, Alignments, and Regime Change, 1500-2000. He earned a Ph.D. from Harvard University and an MPA from Princeton University, is a faculty fellow at the University of Virginia's Institute for Advanced Studies in Culture, and has held fellowships at Harvard, Stanford, Princeton, and Oxford universities.

Abstract

This paper presents a matched pair case study of two factories supplying Nike, the world's largest athletic footwear and apparel company. These two factories have many similarities - both are in Mexico, both are in the apparel industry, both produce more or less the same products for Nike (and other brands) and both are subject to the same code of conduct. On the surface, both factories appear to have similar employment (i.e., recruitment, training, remuneration) practices and they receive comparable scores when audited by Nike's compliance staff. However, actual labor conditions exist between these two factories. What drives these differences in working conditions? What does this imply for traditional systems of monitoring and codes of conduct? Field research conducted at these two factories reveals that beyond the code of conduct and various monitoring efforts aimed at enforcing it, workplace conditions and labor standards are shaped by very different patterns of work organization and human resource management policies.

Richard Locke is professor of political science at Massachusetts Institute of Technology (MIT). He is also faculty director of the MIT Sloan Fellows program and co-director of the MIT Italy program. His research focuses on economic development, comparative labor relations, and political economy.

Sponsored by the Program on Global Justice and the Stanford Humanities Center