ament in any country makes a big difference in how of its operating style, is used to dealing directiy with its magine it might not understand that the cultural envi- the hard way that Germany has certain expectations with the worldwide presence of Amazon, it is hard to regarding who speaks for employees. Amazon, as part Amazon had been doing business in Germany for almost 20 years and didn't see the need to make changes in how it dealt with its employees. The company felt that any- thing coming between it and its staff slowed down opera- tions and innovation. Amazon has about 10,000 German workers in its distribution centres throughout the year and then hires an additional 10,000 during seasonal activity. The union, on the other hand, felt there is a social partnership between unions and employers and that Amazon was being unreasonable. All this was particularly troubling because Germans tend to be eager online shoppers, and Germany is Amazon's largest market after the United States. Many experts saw it as a clash of German society and US arrogance. hasiness is conducted. before a holiday shopping rush, Amazon learned anfovees-not through a union. However, in Germany, jons are very powerful and used to having a collab- ative relationship with companies, which has led to sector-wide labour agreements. Although there had been a series of walkouts at the Amazon warehouse for almost a year, the action escalated when the employees staged a strike in Amazon's busiest shopping season. The union, Verdi, wanted to begin collective bargaining to establish a collective agreement that would result in wages higher than in other retail sectors. Amazon, however, believed its wages were in line and competitive for the type of work being done in the warehouse. CRITICAL THINKING QUESTIONS: 1. Do you think Amazon ought to conform to the cul- ture of relationships with unions in Germany? Why or why not? 2. What might happen if the strikes and confrontation continue? Explain your answer.