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We present evidence regarding how a card check recognition process affects the labor relations climate during the period preceding recognition and that which immediately follows. Interviews with managers, interviews with union representatives, and surveys of workers indicate that card check typically results in a less prolonged, costly, and stressful recognition and negotiations process. Although the resulting contracts are often similar to those in other parts of a heavily unionized corporation, sometimes they reflect a different business context – and hence are somewhat more favorable to employers without being substantially less favorable to employees. This reality is reflected in the positive reaction of the U.S. stock markets to union recognition by an employer through a card check process. Employers make card check agreements primarily for business reasons, and investors respect their judgment as to the impact of such agreements on the bottom line.

Volume 16 of Advances in Industrial and Labor Relations (AILR) contains eight papers that deal with important and interesting aspects of industrial and labor relations. These include alternative approaches to establishing an ownership culture, accounting for union collective action through resource acquisition and mobilization, union avoidance through double breasting, labor–management partnership and mutual gains, high-involvement work systems and union–management communication networks, a new paradigm for IR/HR theory and research, implications for women of private pension reform, and competing ethical conceptions of the minimum wage. Two of these papers, by Rubinstein and Eaton and by Hermes, were originally presented in the “Best Papers” session at the 60th Annual Meeting of the Labor and Employment Relations Association (LERA, 2008).¹ Three other papers, by Dunford, Schleicher, and Zhu; Willman and Bryson; and Badigannavar, were originally presented in the “Best Papers” session at the 59th Annual Meeting of the LERA (2007).²

The funding of defined-benefit plans has garnered the attention of academicians, practitioners, and policymakers. Drawing upon agency and organizational control theories, this study investigates the implications of board independence on changes in defined-benefit funding. Using a panel dataset of S&P 500 companies sponsoring defined-benefit plans, the author finds that corporate boards matter. Specifically, CEO duality and outside director representation are associated with year-to-year decreases in defined-benefit funding. Conversely, outside director ownership is related to year-to-year increases in defined-benefit funding. Furthermore, outside director ownership moderated the relationship between outside director representation and defined-benefit funding such that outside director representation is associated with year-to-year increases in defined-benefit plan funding when the percentage of outside director ownership is high.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

Volume 13 of Advances in Industrial and Labor Relations (AILR) contains eight papers that deal with a variety of industrial relations topics. The first chapter, by Stephen Hills and Teresa Schoellner, analyzes the influence of the creation in 1999 of the European Monetary Union (EMU) on the deregulation of part-time work in each of the 13 EMU member nations. The second chapter, by Cynthia Gramm and John Schnell, provides a systematic review and analysis of the effects of flexible staffing arrangements (e.g. temporary employment) on individuals working under such arrangements, regular employees in the same organizations, organizational performance, and macroeconomic outcomes. The third chapter, by Alexander Colvin, analyzes the adoption, structure, and function of peer review and arbitration type dispute resolution procedures, respectively, for nonunion employees in two different business units of the TRW company. The fourth chapter, by Sue Fernie and David Metcalf, nicely complements the Colvin paper by examining the uses and implications for employee voice, conflict resolution, and fairness at work of ombuds arrangements in four British enterprises.

The authors link High-Involvement Work Systems (HIWS) with social network research both theoretically and methodologically by conceiving of these work systems as networks and by using network methods to better understand and evaluate these arrangements. Their approach is to integrate the institutional perspective of industrial relations with the analytical methodology of social network analysis. They use a longitudinal data set collected before and after the introduction of an HIWS in a pharmaceutical company to measure the impact on patterns of employee communication as well as communication between the union and management. Improvements were found in customer satisfaction, and positive effects were seen in the pattern and structure of organizational communication with an increase in the density of lateral and vertical interdepartmental communication, and a decrease in hierarchy. These results were confirmed using survey data on employee perceptions of particular types of communication and interviews with employees at various levels of authority.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

The belief that children have mental health needs different than those of adults is a relatively recent phenomenon. Systematic field studies of mental illness began in the early 19th century (Anthony, Eaton, & Henderson, 1995), although awareness of these illnesses and the recognition of the need for treatment were well established by the 1600s (Grob, 1994). Field studies and census data from mental hospitals in the 1800s reveal few cases of mental illness identified among children under the age of 16. In the late 19th and early 20th centuries, the recognition that children have specific mental health needs arose as the result of the confluence of several factors. The Progressive Movement promoted child labor and mandatory public education laws that created legal separations between the role of children and adults (Abbott, 1908; Sutton, 1983). Hall (1905) helped popularize the idea that childhood and adolescence constituted distinct periods of development. Perhaps most pressing, however, was a perceived rise in juvenile delinquency and sexual promiscuity. To address these problems, separate courts were established for juvenile offenders to keep children out of institutions and to provide treatment and rehabilitation (Alper, 1941). Based on the work of Healy and Bronner (1916), researchers and policy makers began to think of juvenile crime as arising from “mental conflicts” in children. Institutions such as the Chicago Juvenile Psychopathic Institute and the Boston Psychopathic Hospital were established to care for these children (Horn, 1989).