This article explores the use of `company culture' as a means of management control. It reports on research conducted in a consultancy that aimed to secure loyalty from its employees through a conscious policy of organised `play' at company socials. Employees were given a certain amount of...

A growing literature has emerged on employee silence, located within the field of organisational behaviour. Scholars have investigated when and how employees articulate voice and when and how they will opt for silence. While offering many insights, this analysis is inherently one-sided in its...

This article explores the changes in worker identity that can occur during manufacturing restructuring – specifically those linked to the declining status of craft work – through an in-depth case study of Weaveco, a UK carpet manufacturer. An analysis of changes in the labour...

Hugh Clegg and Allan Flanders are generally recognized as the founding fathers of postwar British academic Industrial Relations (IR). While Flanders is regarded as the chief 'theorist' of pluralism, Clegg's own contribution is seen mainly in terms of his empirical research and public policy...

This paper draws on qualitative case study evidence to investigate the way in which union leaders involved in two workplace organizations deal with the process of managing their role within the employment relationship. In particular, the influence of their leadership style on the commitment and...

Much of the literature on inter-organizational relations assumes that firms operate as relatively autonomous and cohesive units that are (1) unimpeded by wider institutional norms governing the industry as a whole, and (2) allow little or no role for the boundary spanning agents who oversee and...