1. What were the main differences between the way work was organised at TCS and at Scotchem? 

2. What implications did this have for skill? 

3. What impact would improving or increasing training have had in these companies? 

4. How important is discretion (a) in these two case studies, and (b) as part of skill? 

5. Given the evidence here, what are the implications of a general increase in outsourcing work?

This case study is taken from an article in the Human Resource Management Journal and a more detailed discussion of the cases and their activities (together with two more brief case studies which you may wish to draw examples from) can be found there. The key point of this case study is to bring out the difference between a ‘network’ structure which fosters learning and one which restricts it and you may wish to use Fuller and Unwin’s (2004) account of expansive and restrictive learning environments (described briefly in the chapter) to help guide the discussion.