Multinational companies (MNCs) from different countries of origin are widely held to have distinct preferences regarding the presence of employee representative structures and the form that employee 'voice' over management decisions takes. Such preferences are said to derive from the national...

A previous article developed a framework to understand workplace co-operation. We now elaborate on the key structuring conditions (technology, product markets and institutional regulation) generating different patterns and illustrate from field research how these different workplace regimes...

Schemes for workplace participation have long been promoted and vilified. Such conflicting views have been brought into sharp focus by the highly variable results of such practices as teamwork. Yet a theoretical framework to grasp workplace co-operation is lacking. This paper develops a...

German companies, used to operating in their distinctive domestic business environment, have had to learn new 'rules of the game' as they have internationalized. There are signs that they are adopting some of the characteristics of more mature international companies, particularly those from an...

This paper examines the policies towards unions and collective representation in US multinationals in the UK. It uses detailed case-study data to argue that the dominant 'ideological norms' of anti-unionism in the US business system shape, but do not determine, the behaviour of US multinational...