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dc.contributor.authorDundon, T
dc.contributor.authorGrugulis, I
dc.contributor.authorWilkinson, A
dc.date.accessioned2017-05-03T15:09:41Z
dc.date.available2017-05-03T15:09:41Z
dc.date.issued1999
dc.date.modified2008-02-14T08:20:40Z
dc.identifier.issn0142-5455
dc.identifier.urihttp://hdl.handle.net/10072/16796
dc.description.abstractUsing a single case study approach this paper provides empirical evidence about managerial practices in a small, non-unionised firm which represents many of the features characteristic of the black-hole of ``no unions and no HRM''. The efficacy of recent union organising strategies is explored against the ``context'' of pleasant and unpleasant employee experiences, paternalistic management and labour and product markets. It is argued that the ideology of a ``family culture'' is a significant barrier to a new organising model of unionism. Consequently, the evidence supports the case that small family-run firms can be exploitative and state support may be necessary to extend voice and collective representation.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald Group Publishing Limited
dc.publisher.placeBradford, England
dc.relation.ispartofpagefrom251
dc.relation.ispartofpageto266
dc.relation.ispartofissue3
dc.relation.ispartofjournalEmployee Relations
dc.relation.ispartofvolume21
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode1503
dc.title"Looking out of the black-hole" Non-union relations in an SME
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued1999
gro.hasfulltextNo Full Text
gro.griffith.authorWilkinson, Adrian J.


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