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In 1993, an innovative working time agreement was achieved at the Volkswagen (VW) Company. Its major aim was to save 30,000 jobs in VW's six German plants, which were endangered because of a severe crisis of the car manufacturer. The 2‐year agreement included as its major point a reduction of the weekly working hours by 20% to 28.8 hours/week without complete financial compensation for the employees. In the years following, the original agreement was renewed and amended several times whereby the amendments mainly included a considerable flexibility of the working time structures at Volkswagen. This paper discusses the different agreements and presents some findings of a representative empirical study among the VW employees about the effects of the 28.8‐hour per week agreement. Finally, the question will be answered whether the VW model could serve as a general model to redistribute an existing volume of work among more employees in order to reduce unemployment.

Flexible working time patterns have gained enormously in importance in recent years. Tins process has been accompanied by major changes in the area of industrial relations. The decision‐making power regarding working time issues is moving from the collective bargaining parties to the players at company level, namely management and works councils. How should we view these trends? How do they affect the options and freedom of action of companies and employees in the area of working hours? The article focuses on the options created by the introduction of working time accounts for the flexible oiganisation of work routines and the effects on the cost situation in modern companies as well as on the time‐based planning leeway it generates for employees. The available empirical findings support the hypothesis that the replacement of standard working time by time accounts can be described as a process of “controlled flexibility”. The introduction of time accounts is mainly observed within a regulatory framework that defines both bandwidths as well as rules for the variable organisation of working times. This practice enables companies to increase their internal flexibility and gives at least the majority of employees increased leeway to coordinate working and non‐working time.

The criticality of late deliveries in transportation lies in the threat of considerable multi-level supply chain costs. This study aims to reveal the dynamic capabilities playing a facilitating role in preventing delay, thus providing timely delivery, as well as developing an understanding of how and when those capabilities are activated within the supply chain network.

An exploratory study was conducted involving 16 semi-structured expert interviews with the representatives of logistics service providers and shippers. Following an interpretive phenomenology framework, the prevention phenomenon was explained.

Findings revealed two preventive capability categories in delay prevention: (1) proactive capabilities, referring to the enabling actions planned before departure, and (2) reactive capabilities, referring to actions planned after departure. Findings pinpoint that, in addition to the proactive capabilities, reactive capabilities enabled by innovative problem-solving actions are crucial for adapting to a dynamically changing environment in prevention. Moreover, this study shows that prevention capabilities are characterized by tangible and intangible resources and integration of resources with external links which constitute a delay prevention network within a wider service ecosystem.

This study stands out with its specific focus on delay prevention capabilities and enabling actions from the perspectives of logistics service providers and shippers. The premises of the resource-based view are combined with dynamic capabilities theory, leading to a proposed time-based taxonomy of proactive and reactive capabilities in supply chains, aimed at creating value and strengthening resilience.

This paper investigates the role of arbitration panels in German employment relations. It is the main aim of the analysis to improve our knowledge of the ways through which employment related conflict is formalized within a transparent procedure.

Hypotheses are generated from a review of relevant publications on German arbitration panels. To test the hypotheses with evidence, the paper uses data from the 2006 WSI works council survey and applies binary logistical regression analysis.

The statistical analysis reveals that works councils oppose management hostility by way of making more frequent use of arbitration panels. While in a multivariate model the use of arbitration panels could be positively associated with certain attitudes of works councils and management, results for a number of institutional variables were other than expected. While foreign ownership of a particular establishment did not have a significant impact on the use of arbitration panels, firm‐level agreements, as negotiated by unions without the direct involvement of works councils, are associated with a more frequent use of such panels.

The model applied in the article could not verify establishment age because data on this subject was not available. Future surveys should fill this void.

The findings of this paper suggest that arbitration panels are a valuable tool in the process of conflict resolution. Because there is little evidence for an excessive use of such panels, future debates on the reform of the Works Constitution Act should consider strengthening this instrument rather than restricting it.

While data on the use of arbitration panels had already been documented about 20 years ago, the author presents a unique set of data, which for the first time allows the analysis of the use of arbitration panels in all industries within the private sector and is also significant in making it possible to statistically test relevant hypotheses on the usage of such panels.