The chimera of sustainable labour-management partnership

Allbwn ymchwil: Cyfraniad at gyfnodolynErthygl

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The chimera of sustainable labour-management partnership. / Dobbins, A.; Dundon, T.

Yn: British Journal of Management, Cyfrol 28, Rhif 3, 07.2017, t. 519-533.

Allbwn ymchwil: Cyfraniad at gyfnodolynErthygl

HarvardHarvard

Dobbins, A & Dundon, T 2017, 'The chimera of sustainable labour-management partnership', British Journal of Management, cyfrol. 28, rhif 3, tt. 519-533. https://doi.org/10.1111/1467-8551.12128

APA

Dobbins, A., & Dundon, T. (2017). The chimera of sustainable labour-management partnership. British Journal of Management, 28(3), 519-533. https://doi.org/10.1111/1467-8551.12128

CBE

Dobbins A, Dundon T. 2017. The chimera of sustainable labour-management partnership. British Journal of Management. 28(3):519-533. https://doi.org/10.1111/1467-8551.12128

MLA

Dobbins, A. a T. Dundon. "The chimera of sustainable labour-management partnership". British Journal of Management. 2017, 28(3). 519-533. https://doi.org/10.1111/1467-8551.12128

VancouverVancouver

Dobbins A, Dundon T. The chimera of sustainable labour-management partnership. British Journal of Management. 2017 Jul;28(3):519-533. https://doi.org/10.1111/1467-8551.12128

Author

Dobbins, A. ; Dundon, T. / The chimera of sustainable labour-management partnership. Yn: British Journal of Management. 2017 ; Cyfrol 28, Rhif 3. tt. 519-533.

RIS

TY - JOUR

T1 - The chimera of sustainable labour-management partnership

AU - Dobbins, A.

AU - Dundon, T.

PY - 2017/7

Y1 - 2017/7

N2 - The paper advances a threefold theoretical contribution using a system, society and dominance (SSD) effects framework to show how and why sustainable management–labour workplace partnerships are a chimera. First, managers (employers) find it increasingly difficult to keep workplace bargains with employees (unions) owing to increasingly neoliberal ‘system’ effects associated with capitalism as a globalized accumulation model. Second, workplace mutuality will be rare because of ‘societal’ level effects under voluntarism. Third, ‘dominance’ effects arising from the power of dominant economies and their multinational corporations can inhibit workplace mutuality. Drawing on empirical case study data from Ireland, the future prognosis of management–labour collaboration under neoliberal work regimes is discussed.

AB - The paper advances a threefold theoretical contribution using a system, society and dominance (SSD) effects framework to show how and why sustainable management–labour workplace partnerships are a chimera. First, managers (employers) find it increasingly difficult to keep workplace bargains with employees (unions) owing to increasingly neoliberal ‘system’ effects associated with capitalism as a globalized accumulation model. Second, workplace mutuality will be rare because of ‘societal’ level effects under voluntarism. Third, ‘dominance’ effects arising from the power of dominant economies and their multinational corporations can inhibit workplace mutuality. Drawing on empirical case study data from Ireland, the future prognosis of management–labour collaboration under neoliberal work regimes is discussed.

U2 - 10.1111/1467-8551.12128

DO - 10.1111/1467-8551.12128

M3 - Article

VL - 28

SP - 519

EP - 533

JO - British Journal of Management

JF - British Journal of Management

SN - 1467-8551

IS - 3

ER -