Abstract
Between the late 1970s and the 2000s, the Guatemalan sugar industry transitioned from a production model with deplorable labor conditions and low productivity, to a highly efficient model with improved conditions. This paper traces the origin and diffusion of this upgraded model to a small team of managers in one particular mill motivated by their interpretation of post-Vatican II Christian Social Doctrine. It suggests that this ideology played the central causal role in this process of industrial transformation, as managers drew upon it to define the specific practices of the new model and then encourage its diffusion.
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