It is often assumed that firms have freedom of choice over their HR policies and practices, however, the networks within which they operate suggest that the HR practices themselves may be influenced by clients, suppliers, partners and other collaborators. This paper aims to examine the...

Uses the concept of institutional separation to examine changes in the management of industrial relations in an organization studied on two occasions ten years apart. Argues that the concept provides insights into the management of industrial relations, but needs to be modified to take account...

Senior managers in multi‐plant companies are faced by a dilemma: how can they control Industrial Relations centrally, but at the same time allow scope for flexibility? One way of solving this problem is to permit negotiations to take place in the plants, but to regulate this bargaining in some...

Collective bargaining remains the principal institution used by employers for managing their industrial relations. About three‐quarters of all employees have their pay and conditions settled by agreements negotiated collectively with their employer. However, bargaining arrangements take a wide...

Changes are taking place in collective bargaining arrangements and management structures for industrial relations. The Warwick Survey, confirming the findings of previous research, shows that the apparent moves towards the decentralisation of industrial relations are in practice more complex...