Management and union motives in the negotiation of partnership: A case study of process and outcome at an engineering company

Partnership and Modernisation in Employment Relations

Volumn , Issue , 2004, Pages 105-119

  Wray, David ^a  

^a NORTHUMBRIA UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84909407588     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9780203694381     Document Type: Chapter

References (9)

1. Ackers, P. and Payne, J. (1998) 'British trade unions and social partnership: rhetoric, reality and strategy', International Journal of Human Resource Management, 9(3):529-550.
2. Danford, A., Richardson, M. and Upchurch, M. (2000) '"New unionism", organising and partnership: a comparative analysis of union renewal strategies in the public sector', International Labour Process Conference, University of Strathclyde, April.
3. Grugulis, I., Dundon, T. and Wilkinson, A. (2000) 'Cultural control and the "culture manager":employment practices in a consultancy', Work, Employment and Society, 14(1):97-116.
4. Guest, D.E. and Peccei, R (1999) 'What is partnership and does it pay off?' British Universities Industrial Relations Association Conference, De Montfort University, July.
5. Kochan, T. and Osterman, P. (1994) The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management and Government. Cambridge Mass: Harvard Business School Press.
6. Marks, A., Findlay, P., Hine, J. and Thompson, P. (1998) 'The politics of partnership? Innovation in employment relations in the Scottish spirits industry', British Journal of Industrial Relations, 36(2):206-226.
7. McBride, J. and Stirling, J. (2002) 'Partnership and process in the maritime construction industry', Employee Relations, 24(3):290-304.
8. Stuart, M. and Martínez Lucio, M. (2002) 'Social partnership and the mutual gains organisation:remaking involvement and trust at the British workplace', Economic and Industrial Democracy, 23(2):177-200.
9. Wray, D. (2001) 'The message is the medium: a case study in "cultural change". University of Hertfordshire Business School. Working Paper Series, paper no. 34.