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This chapter deals with labour conditions and discrimination of migrant workers in Italy, with a particular focus on the agricultural sector in two Southern Italian areas: Northern Basilicata and Western Sicily. The first part of the chapter describes the history of migration to Italy and the most relevant transformations occurred over the last years, as well as an overview of the relevant legislation on migration and racial discrimination at work. The second part, on the basis of two ethnographic studies realized by the two authors, analyses the complex intertwinement of structural and symbolic violence in determining the conditions of exploitation and discrimination of migrant seasonal labourers in the two areas. The study focuses on three topics: piecework payment; the ghettoization and segregation of seasonal labourers; the system of informal and illegal labour intermediation called caporalato. It is argued that that the main source of symbolic violence is represented by the brokers called caporali, who are usually of the same nationality of the labourers. If, on a certain extent, migrant workers perceive their ghettoization, discrimination and exploitation as ‘normal’ and ‘acceptable’, this is due to the communitarian relationships built and manipulated by the caporali. On the contrary, the State and the local administrations seem to act exclusively as a source of structural violence. The national legislation on migration, as well as the lack of public policies concerning labour intermediation, transport and accommodation for seasonal labourers, appears as the main reason of the vulnerability of migrant workers in the considered areas.

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case traces the events leading up to the alliance, discusses the early stage issues with which the partners have to deal, addresses some of the governance issues, and examines the past merger between Chrysler and Daimler that ended in a failure. The case presents a normative approach to alliance management and conjectures about the success of the Fiat-Chrysler alliance. We address whether Chrysler is a suitable partner and whether there is a strong enough rationale for the alliance and whether the two partners are compatible. Finally, the case explores the lessons learned and the cautions that might derail the alliance.