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Pollert's latest contribution to the flexibility debate has been to denounce the concept as an appropriate framework for research and to state that it should be replaced by one that takes into account the complexities and relations of the real world (Pollert 1991, p. 31). Similarly, Wood has argued that the problem with the flexibility debate is that the organisational model of the flexible firm has over‐emphasised management's pursuit of flexibility as though it were an end in itself. Flexibility should be seen as only one of management's aims and ought to remain attached to other goals and interests of management (Wood 1989).

The paper will offer a work in progress report of a three year research project, which started in February 1991, at the Local Economy Research Unit, Hatfield Polytechnic. The project is concerned with an exploration of industrial relations and work organisation in the primary suppliers of firms who are in the process of introducing Just‐in‐Time (JIT) systems of work organisation and buyer:suppliers. Thereby, investigating a largely unresearched area. The initial stage of the research, which the paper reports, is concerned with the implementation and utilisation of JIT/TQM within the buyer company. An analysis of the changes in work organisation of the buyer company will provide the framework for considering how these demands/changes are translated into demands on the supplier, in what form and with what rationale