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dc.contributor.advisorBamber, Greg
dc.contributor.authorLeggett, Christopher Josephen_US
dc.date.accessioned2018-01-23T02:18:12Z
dc.date.available2018-01-23T02:18:12Z
dc.date.issued2005en_US
dc.identifier.urihttp://hdl.handle.net/10072/365411
dc.description.abstractThe aim of the thesis is to test the usefulness of the strategic choice model for explaining the transformations of industrial relations in a country other than the USA, in this case Singapore. Three historical transformations and a progression of the third are discernible from the changes that have taken place in Singapore's industrial relations since the Peoples Action Party (PAP) was elected into office in 1959. By analysing these transformations the thesis aims to test the explanatory usefulness of the strategic choice model and thereby make a contribution to other potential international applications. In analysing and interpreting the industrial relations of a single country at least four special considerations are taken into account: 'nation' as a distinguishing criterion; the determination of who initiates the transformation strategies; the necessity to analyse the quality and intensity of the relationships of the parties with each of the transformations; the scope for strategic choices. Addressing the primary research question of the usefulness of the strategic choice model raises secondary questions. The answers to the secondary questions help in answering the primary question. The thesis adopts what may be called an 'emergent' research design, which requires an historical case study and a process of analytical induction for its methodology. The organisation of the thesis closely reflects the stages of analytical induction. The Singapore industrial relations data were collected by interviews and from primary and secondary sources. The thesis is organised into nine chapters. Chapters 1 to 4 provide the academic framework. Chapters 5 to 8 recount and analyse the phenomena of each of Singapore's three industrial relations transformations and their development since the third. Chapter 9 reviews the data of Chapters 5 to 8 and concludes that the strategic choice model becomes increasingly useful with the passage of each of the transformations and their progression.en_US
dc.languageEnglishen_US
dc.publisherGriffith Universityen_US
dc.publisher.placeBrisbaneen_US
dc.rights.copyrightThe author owns the copyright in this thesis, unless stated otherwise.en_US
dc.subject.keywordsIndustrial relations (Singapore)en_US
dc.subject.keywordsPeoples Action Partyen_US
dc.subject.keywordsstrategic choice modelen_US
dc.titleStrategic Choice and the Transformations of Singapore's Industrial Relationsen_US
dc.typeGriffith thesisen_US
gro.hasfulltextFull Text
dc.contributor.otheradvisorProvis, Chris
dc.contributor.otheradvisorPeetz, David
dc.rights.accessRightsPublicen_US
gro.identifier.gurtIDgu1320974664883en_US
gro.identifier.ADTnumberadt-QGU20060802.160251en_US
gro.source.ADTshelfnoADT0en_US
gro.source.GURTshelfnoGURTen_US
gro.thesis.degreelevelThesis (PhD Doctorate)en_US
gro.thesis.degreeprogramDoctor of Philosophy (PhD)en_US
gro.departmentGriffith Business Schoolen_US


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