The impact of European works councils on management decision-making in UK and US-based multinationals: a case study comparison.
Marginson, Paul ; Hall, Mark ; Hoffmann, Aline ; Müller, Torsten
British Journal of Industrial Relations
2004
42
2
June
209-233
case study ; comparison ; decision making ; European works council ; management ; multinational enterprise
Workers participation and European works councils
English
Bibliogr.
"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."
Digital
The ETUI is co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the ETUI.