Access the full text.
Sign up today, get DeepDyve free for 14 days.
C. Littler, G. Salaman (1982)
Bravermania and Beyond: Recent Theories of the Labour ProcessSociology, 16
S. Dunn (1981)
THE GROWTH OF THE POST‐ENTRY CLOSED SHOP IN BRITAIN SINCE THE 1960s: SOME THEORETICAL CONSIDERATIONS1British Journal of Industrial Relations, 19
David Winchester (1983)
INDUSTRIAL RELATIONS RESEARCH IN BRITAINBritish Journal of Industrial Relations, 21
Michael Terry (1982)
ORGANISING A FRAGMENTED WORKFORCE: SHOP STEWARDS IN LOCAL GOVERNMENTBritish Journal of Industrial Relations, 20
J. Winkler (1974)
THE GHOST AT THE BARGAINING TABLE: DIRECTORS AND INDUSTRIAL RELATIONSBritish Journal of Industrial Relations, 12
P. Steer, J. Cable (1978)
INTERNAL ORGANIZATION AND PROFIT: AN EMPIRICAL ANALYSIS OF LARGE U.K. COMPANIESJournal of Industrial Economics, 27
Richard Marsden (1982)
Industrial Relations: A Critique of EmpiricismSociology, 16
N. Kinnie (1982)
Bargaining Structures in Multi‐Plant CompaniesEmployee Relations, 4
A. Bullock (1977)
Report of the Committee of Inquiry on Industrial Democracy
S. Timperley (1980)
Organisation strategies and industrial relationsIndustrial Relations Journal, 11
William Brown, Robert Ebsworth, Michael Terry (1978)
FACTORS SHAPING SHOP STEWARD ORGANISATION IN BRITAINBritish Journal of Industrial Relations, 16
S. Ogden (1982)
BARGAINING STRUCTURE AND THE CONTROL OF INDUSTRIAL RELATIONSBritish Journal of Industrial Relations, 20
S. Wood (1982)
The study of management in British industrial relationsIndustrial Relations Journal, 13
Hart Hart (1979)
Why Bosses Love the Closed ShopNew Society
THEWORKPLACE INDUSTRIAL RELATIONS PARADIGM In the decade and a half since the establishment of the Donovan Commission (1968) industrial relations research has been mainly focussed on the workplace and seems likely to continue in this mode for some time. Our knowledge of the dynamics of workplace industrial relations has improved immeasurably as a result and our understanding of the role of management at the workplace has grown substantially. Winchester (1983), in his overview of research in the 1970s, concluded that, âOn inspection, the alleged neglect of management in industrial relations turns out to be a widespread, almost overwhelming emphasis on the importance of management.â For example studies on the closed shop (Dunn 1981), custom and practice (Brown, 1973; Armstrong et a1 1981), the functioning of shop stewards (Batstone eta1 1977; Boraston et a1 1975) and shop steward committees (Brown et a1 1978) and the reform of workplace relations (Purcell, 1981; Parker et a1 1971) have all emphasised the dominant role of management in shaping practices in these areas. This managerial dominance in determining the nature of workplace industrial relations has been taken further by Clegg (1976) who suggests what amounts to a general theory of trade unionism. The
British Journal of Industrial Relations – Wiley
Published: Mar 1, 1983
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.