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Partnership, ownership and control: The impact of corporate governance on employment relations

Simon Deakin (Centre for Business Research and Judge Institute of Management, University of Cambridge, Cambridge, UK)
Richard Hobbs (Faculty of Law, University of Cambridge, Cambridge, UK)
Suzanne Konzelmann (Centre for Business Research, University of Cambridge, Cambridge, UK)
Frank Wilkinson (Centre for Business Research, University of Cambridge, Cambridge, UK)

Employee Relations

ISSN: 0142-5455

Article publication date: 1 June 2002

Abstract

Prevailing patterns of dispersed share ownership and rules of corporate governance for UK listed companies appear to constrain the ability of managers to make credible, long‐term commitments to employees of the kind needed to foster effective labour‐management partnerships. We present case study evidence which suggests that such partnerships can nevertheless emerge where product market conditions and the regulatory environment favour a stakeholder orientation. Proactive and mature partnerships may also be sustained where the board takes a strategic approach to mediating between the claims of different stakeholder groups, institutional investors are prepared to take a long‐term view of their holdings, and strong and independent trade unions are in a position to facilitate organisational change.

Keywords

Citation

Deakin, S., Hobbs, R., Konzelmann, S. and Wilkinson, F. (2002), "Partnership, ownership and control: The impact of corporate governance on employment relations", Employee Relations, Vol. 24 No. 3, pp. 335-352. https://doi.org/10.1108/01425450210428480

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited