Documents Hall, Mark 38 results

"Drawing on evidence from longitudinal case studies in 25 organizations, this article examines whether information and consultation (I&C) bodies established in the context of the UK's Information and Consultation of Employees Regulations 2004 have been the vehicle for effective consultation, based on objective criteria. Assessed against the regulations' default provisions that require I&C concerning strategic business issues and major organizational change, a substantial minority of participating organizations were categorized as ‘active consulters', while a majority were ‘communicators'. The differing trajectories of I&C primarily reflected internal organizational dynamics, particularly management's approach to consultation. Beyond providing the catalyst for managerial moves to introduce I&C, the influence of the statutory framework proved largely peripheral."

"The operation of European Works Councils (EWCs) is taking management and employee representatives in MNCs into uncharted territory. In particular, for companies headquartered in Anglo-Saxon economies there is little domestic tradition of statutory employee consultation. Drawing on comparative case studies, this article investigates the impact of EWCs on the process and outcomes of corporate-level management decision-making in UK and US-based MNCs. Variation in EWC impact arises from the interaction of structural factors, such as business focus, management organisation and pre-existing industrial relations arrangements, and agency factors, including management policy and the cohesion of employee representatives."