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Social partnership strategies in two health service trusts

Social partnership strategies in two health service trusts Based on longitudinal case study research amongst ancillary staff in two health service trusts in the same region, this article analyses the strategies that management and trade unions adopted in their approach towards workplace social partnership. The article highlights the differentiated principles, practices and outcomes of partnership in the two trusts, by initially drawing on the “deliberate” and “emergent” strategy spectrum of Mintzberg and Waters. Whilst “deliberate” strategy focuses on direction and control, “emergent” strategy suggests a learning process in the search for effective patterns of behaviour and decision making outcomes. However, departing from the essentially managerialist underpinnings of the conceptualisation, the article seeks to understand how organised labour interacts with management in the creation and development of strategy in both ideal type scenarios. In this respect, the article utilises the “theory of the firm”, in particular, transaction cost analysis and the resource based view of the organisation, to aid our understanding of this complex process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Social partnership strategies in two health service trusts

Personnel Review , Volume 33 (6): 17 – Dec 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480410561538
Publisher site
See Article on Publisher Site

Abstract

Based on longitudinal case study research amongst ancillary staff in two health service trusts in the same region, this article analyses the strategies that management and trade unions adopted in their approach towards workplace social partnership. The article highlights the differentiated principles, practices and outcomes of partnership in the two trusts, by initially drawing on the “deliberate” and “emergent” strategy spectrum of Mintzberg and Waters. Whilst “deliberate” strategy focuses on direction and control, “emergent” strategy suggests a learning process in the search for effective patterns of behaviour and decision making outcomes. However, departing from the essentially managerialist underpinnings of the conceptualisation, the article seeks to understand how organised labour interacts with management in the creation and development of strategy in both ideal type scenarios. In this respect, the article utilises the “theory of the firm”, in particular, transaction cost analysis and the resource based view of the organisation, to aid our understanding of this complex process.

Journal

Personnel ReviewEmerald Publishing

Published: Dec 1, 2004

Keywords: Health services; Partnership; Human resource strategies; Industrial relations

References