Workplace partnership and employee involvement – contradictions and synergies: Evidence from a heavy engineering case study

Peter Butler, Olga Tregaskis and Linda Glover
Additional contact information
Peter Butler: De Montfort University, UK
Olga Tregaskis: University of East Anglia, UK
Linda Glover: De Montfort University, UK

Economic and Industrial Democracy, 2013, vol. 34, issue 1, 5-24

Abstract: This article considers the workplace partnership–employee involvement nexus. While an empirical association has been recorded, there has been limited exploration of the potential benefits to be derived from the coupling of these interventions. Developing the idea of forward and reverse synergies this article argues the relationship is complex. The tendency for partnership to act as an antecedent for the utilization of employee involvement and wider organizational change has been documented – forward synergy. However, the reverse scenario, where involvement is used by management to initiate and subsequently bolster workplace cooperation and consensus has received far less scrutiny. This article seeks to shed light on both phenomena.

Keywords: economic democracy; employee participation; partnership (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0143831X11423113 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:34:y:2013:i:1:p:5-24

DOI: 10.1177/0143831X11423113

Access Statistics for this article

More articles in Economic and Industrial Democracy from Department of Economic History, Uppsala University, Sweden
Bibliographic data for series maintained by SAGE Publications ().