What makes an effective European works council? Considerations based on three case studies

Michael Gold and Chris Rees
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Michael Gold: Professor of Comparative Employment Relations, School of Management, Royal Holloway University of London
Chris Rees: Senior Lecturer in Employment Relations, School of Management, Royal Holloway University of London

Transfer: European Review of Labour and Research, 2013, vol. 19, issue 4, 539-551

Abstract: This article analyses the operation of European works councils (EWCs) in three multinational companies (GSK, Coca-Cola and UniCredit) across six EU Member States (Bulgaria, Croatia, Cyprus, Ireland, Italy and the UK). Based on interviews with EWC members and other employee representatives in these companies, it argues that EWCs are in a process of continual development, and examines the influences on their effectiveness by using a fivefold typology: company type, path dependency, socio-institutional environments, actors’ strategies and internal EWC dynamics. The article reveals that our respondents refer most frequently to the internal dynamics of EWCs as the key influence on their effectiveness, and concludes by assessing the policy implications for trade unions.

Keywords: Employee participation; European Union; information and consultation; European works councils; multinational companies (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:sae:treure:v:19:y:2013:i:4:p:539-551

DOI: 10.1177/1024258913501770

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