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The paper uses key themes from Fox’s writing to reflect on the wave of public sector industrial action that developed in the UK since the early 2020s: specifically the relevance of (1) radical pluralism, (2) historical context, (3) understanding the effects of high inflation and (4) (a breakdown of) trust relations.

The paper draws primarily on evidence from broad public debate but is informed by discussions held with senior union leaders both for a research project and in delivering development training.

Radical pluralism is used as a lens through which to understand declining trust in institutions of pluralist collective industrial relations in the UK public sector, arguing that current developments need to be understood in historical context. An analysis of the industrial action in the early 2020s highlights the ways that a period of high inflation can stress institutions of collective employment regulation, rendering visible the limits of conventional, pluralist industrial relations.

The paper could be extended by more detailed empirical data collection, both in the UK and other national institutional contexts.

Unions need to more consistently focus on issues of power. A stronger focus on power might identify the limitations of pluralist institutions of collective regulation and embed a commitment to building union influence to challenge those existing structures in favour of mechanisms to build workers' power more broadly.

Understanding these disputes as, at least in part, being about the limits to and undermining of trust in collective institutions that regulate work and employment allows us to better understand the forces at play and potential outcomes of these disputes.

The paper makes three key contributions: first, applying Fox’s work in a practical way to contemporary UK industrial relations; second, extending his analyses to public sector industrial relations and third, arguing that power needs to be more centrally located within union objectives in order to reshape industrial relations to radical pluralist ends.

This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.

An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.

The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).

First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

Industrialization is a major contributor to pollution and the worsening of some social problems. A change in this context would help in a new industrial model aiming at a viable and sustainable manufacturing system. This research aims to verify the state of the art of sustainability within the industrial production process through a systematic literature review, verifying the main characteristics in relation to industrial sustainability that the literature demonstrates.

The development of the research took place in three stages: a survey of articles with Journal Citation Reports (JCR), the construction of the database and descriptive analysis and text mining analyses of social networks and content. The survey took place through academically endorsed research platforms, totaling a total of 352 scientific articles, which included 18 quality management tools and worked with at least one sustainability indicator (financial, social and environmental).

Lean manufacturing, integrated management system and Six Sigma were the most cited quality tools, and articles containing the three indicators were found more frequently. It was found that most authors treated sustainability only as an environmental contribution. Knowledge of the organization's structural and management issues is essential for implementing sustainability and production process improvement.

This work is the first to develop a systematic analysis regarding the use of sustainability implementation in the industrial production process, considering a wide scope of production process tools, guiding on the characteristics of sustainability relating to the main critical success factors (CSFs), motivations, difficulties and benefits that lead industries in different parts of the world to implement sustainability.

The paper aims to explore the role of union strategic influence on the adoption of High Performance Work Systems (HPWS) in organisations and examines how the effects of job security and then in turn the industrial relations climate, mediate this relationship in a serial manner.

The research analyses an original quantitative survey of union negotiators and representatives in 382 workplaces in England. The analysis employs structural equation modelling techniques to examine the relationships between union influence, job security, industrial relations climate and HPWS.

Union strategic influence has a positive effect on the take up of HPWS in unionised workplaces. Job security and the industrial relations climate demonstrate a serial mediation effect between union strategic influence and the take up of HPWS: union strategic influence has a positive effect on job security, which in turn positively impacts the industrial relations climate, thereby increasing the likelihood of the adoption of HPWS. The findings for the industrial relations climate are particularly strong.

Findings suggest that organisations will benefit from focussing on the development of positive industrial relations, where unions have genuine strategic influence, because this maximises the likelihood that HPWS can be adopted and sustained.

The paper provides a novel focus on the take up of HPWS within unionised workplaces. It focusses on the role of union strategic influence and the mediating effects of job security and the industrial relations climate, which are contextual factors that have been underexplored in the HPWS literature to date.

This study aims to investigate how companies’ understanding of the business network influences the creation of value in business-to-business relationships. The authors do this by analysing dimensions in actors’ “network pictures” and illustrating how value perception and network understanding influence actors’ mutual effort to create value. Approaching relationship value from the point of actors’ cognitive understanding of their business network has so far been largely overlooked in relationship value research.

This study applies a qualitative case study methodology whereby dyadic data from a well-established business-to-business relationship is collected from 18 company representatives through personal interviews and group interviews supplemented by participant observations and company data.

The findings contribute with new insight into how companies’ understanding of their surrounding network influence (facilitates or limits) relationship value creation. The authors find that companies continuously reflect on changes in their networks and the related changes in partners’ value perceptions. Through value articulations, companies seek to explicitly express their value perception. Value reflections and value articulations create a dynamic process formed not only by the individual actor but also through their relationship and engagement in their network environment. This requires companies to develop their networking capabilities.

This paper presents findings, insights and contributions limited to a case study of a particular business relationship within an industrial setting. Although the findings and contributions are valid and in line with the criteria for rigorous qualitative research, the authors advocate and call for additional studies that investigate relationships value creation and address the interplay between actors’ network understanding and their actions and behaviour. One way to approach this would be to test the four propositions derived and presented as part of the present study.

The findings imply that management needs to be aware not only of the value created and delivered to a specific partner but also of how the partner’s understanding of the wider network will influence the value delivering and capturing process.

This study contributes to the growing literature on relationship value creation by outlining a dynamic process where relationship partners reflect upon and articulate value. Such activities are influenced by the partners’ network understanding and form the basis of the mutual relationship value creation effort. The findings also contribute to the network pictures literature by emphasizing insights into the formation of value perceptions through actors’ understanding of their surrounding networks.

This study examines the transformation of labour non-governmental organisations (NGOs) operating in Mainland China since the enactment of the 2017 Overseas NGO Management Law, which aims to regulate foreign concerns functioning outside the direct control of the state. It focuses on the extent to which these organisations have responded to the rapidly changing political and social environment by altering their goals and strategies in support of migrant workers. It also considers the relevance of Western social movement theories (SMTs) to China's grassroots labour movement in the 2020s. 

The research is based on case studies of ten labour NGOs operating in Beijing, Tianjin and Yunnan. It draws upon fifteen semi-structured interviews with the founders, leaders and activists affiliated with those organisations, as well as records and documented information of each of those organisations.

While the power and influence of labour NGOs markedly diminished, most have been able to adapt their goals and the strategies remain sustainable amidst both China's changing political and social climates and the global pandemic. It suggests that conventional SMTs can still offer valuable insights into understanding the development of labour NGOs in China, although they might not fully interpret the specific conditions and challenges faced by these organisations.

This study stands out as one of very few to offer empirical evidence on the inner workings of China's labour NGOs over the last six years. It also contributes to our understanding of social movements in a non-Western context.

Competencies are significant predictors of employee outcome. Nowadays, new technologies are changing maintenance processes and workflow. The role of employees and their competencies will therefore undergo decisive changes in the future. Therefore, a well-designed competency model for maintenance departments is important. The purpose of this paper is to develop a maintenance 4.0 competency model applicable to all industrial sectors by adapting it to the specificities of each sector.

The research methods consist of a comprehensive literature review on the main characteristics of the competency model and the individual competencies needed for the maintenance 4.0 employees. Interviews were conducted in order to validate and prioritize the required competencies for maintenance 4.0 employees identified in the literature.

The maintenance 4.0 competency model combines the required competencies in maintenance 4.0 and crosses the three hierarchical levels: managers, engineers and technicians. These competencies are organized in terms of four categories: technical, personal, social and methodological. In addition, a degree of importance for each competency is assigned as very important, moderately important and slightly important. As a result, this study identified the essential competencies for maintenance 4.0 stakeholders, where 12 competencies are considered very important for maintenance 4.0 technicians, 19 for engineers and 18 for managers.

This work has some limitations. First, although the articles related to competencies and their classification were selected very carefully, it is difficult to eliminate the probability of overlooking publications. Second, the limitation of the study is based on the difficulty of implementing the model in a case study, given that a minority of industrial companies have implemented maintenance 4.0 technologies in Morocco.

This work has practical implications for both individuals and institutions (companies and academies) to cope with new competency requirements in maintenance 4.0. Organizations can use the model in the recruitment process and for the identification of training needs. The results of the research will also contribute to identifying the scope of competencies of the maintenance 4.0 actors (engineer, manager and technician), which, in practice, contributes to the creation of requirements for the candidates applying for a job in the maintenance department. Additionally, educational institutions should make the necessary changes to their curricula to suitably prepare students for the required maintenance 4.0 competencies.

The social implications of the article result from the contribution to the development of maintenance competencies. Individuals can use this model for their own personal development. Furthermore, companies can use this model to define job profiles for vacancies in M4.0. Therefore, using the model for training program implementation has a positive effect on employee job satisfaction and employees ’morale.

This research develops a novel maintenance 4.0 competency model by categorizing the maintenance workforce into three hierarchical levels: managers, engineers and technicians. In addition, the competency requirement is prioritized to three degrees: very important, moderately important and slightly important. According to the previous studies conducted on maintenance 4.0 and employees' competencies, this study revealed that no research has developed a competency model for maintenance 4.0. Hence, this model is unique, generic and integrative since it presents the most relevant competencies for the three hierarchical levels. Moreover, this work combines the results of the literature review and the experts' returns. This model can be useful in the recruitment of new maintenance employees, the evaluation of their performance and the identification of training needs to cope with new changes in maintenance competencies.

Anti-racism has been practiced in various ways, with varying degrees of effectiveness. This chapter engages with the body of scholarship that focuses on approaches aimed at promoting anti-racist actions, policies and social change. It discusses some of the main anti-racism strategies that have been deployed across different countries and examines anti-racism practices in interpersonal, intergroup and community settings. These approaches encompass civil rights campaigns, legislative and policy interventions, affirmative action, diversity and inclusion training, prejudice reduction, intergroup contact, organisational development and holistic anti-racism approaches. Some anti-racism practices and policies, such as awareness campaigns, social marketing and diversity training, also extend to digital platforms, with social media and multimedia networks deployed to broaden the reach and impact of anti-racist endeavours. This chapter specifically engages with local anti-racism movements and draws principles for broader implementation of anti-racism policy and practice. It concludes with a brief discussion of the effectiveness of contemporary anti-racism approaches.

The purpose of this paper is to identify influential workplace engagement interventions that were initiated by managers over several years as revealed in many studies. Also, an action learning guide is offered for an individual manager to use such interventions with the employee in shaping activities to assist employee learning and performance improvement which may result in greater workplace engagement.

The first step was to examine the research literature on: the meaning of workplace engagement along with theory bases for it, the framework for stimulating employee engagement and information about action learning in the workplace. Second, was the identification of manager/organization interventions found to result in employee assessment of their own positive growth in workplace engagement? Third, we offer a practical, action learning approach.

An action guide is presented as an example of a method to assist a manager working with, in this case, a single employee. The guide is grounded on empirical research, mostly meta-analyses, and reflects positively assessed workplace engagement interventions.

In the performance management, human resources and training domains there is limited research and/or examples of practical guides for managers to use to link guidance with efforts to apply specific interventions to support employee workplace engagement. This paper provides the manager with a path to assist employees.