Show simple item record

dc.contributor.authorJohnstone, Stewart
dc.contributor.authorWilkinson, Adrian
dc.date.accessioned2017-10-26T04:38:33Z
dc.date.available2017-10-26T04:38:33Z
dc.date.issued2018
dc.identifier.issn1045-3172
dc.identifier.doi10.1111/1467-8551.12240
dc.identifier.urihttp://hdl.handle.net/10072/349516
dc.description.abstractIssues of labour−management cooperation have long attracted the attention of management researchers, practitioners and policymakers. In Britain, the most recent wave of interest has been under the rubric of labour−management partnership, normally concerning the development of cooperative relations between unions and employers. A recurring theme is that cooperative relations can be difficult to develop and sustain, especially in liberal market economies. This paper advances the debate by examining the dynamics of labour−management partnership within the context of a British financial services organization over a 25-year period. Drawing upon empirical case study data collected between 1990 and 2014, we assess the dynamics of the relationship between a building society and the recognized staff union. We confirm the possibility of sustaining collaborative relationships associated with a mutual gains agenda within a liberal market economy as well as the fragility of such arrangements. While we acknowledge that sustaining cooperative regimes can be difficult, we also caution against the tendency towards institutional determinism and underplaying of agency in many of the partnership critiques. Given the lack of a credible alternative, we conclude that labour−management partnership remains an important public policy goal and should not be dismissed as a chimera.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherWiley-Blackwell Publishing
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto17
dc.relation.ispartofjournalBritish Journal of Management
dc.subject.fieldofresearchHuman Resources Management
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchcode150305
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.titleThe Potential of Labour-Management Partnership: a Longitudinal Case Analysis
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionAccepted Manuscript (AM)
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyright© 2017 British Academy of Management. This is the peer reviewed version of the following article: The Potential of Labour-Management Partnership: A Longitudinal Case Analysis, British Journal of Management, 2017, which has been published in final form at 10.1111/1467-8551.12240. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
gro.hasfulltextFull Text
gro.griffith.authorWilkinson, Adrian J.


Files in this item

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record