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Organizational literatures stress the empowering effects of worker participation programs. The case of a Mexican garment factory is used to examine the contradictory location of women in self-managed teams. While self-managed teams require independent and assertive workers, women workers are hired specifically for their docility. I argue that managers provide the tools and mechanisms for workers to be autonomous decision-makers, while at the same time they gender teams in ways that assure continued female disadvantage. Placed in this contradictory location, women workers both reproduce and resist gender subordination by carving out spaces of independent action, using the language of traditional womanhood.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Firms around the world are facing an ever‐increasing array of employee‐related problems, such as decreasing productivity, faltering quality of products, persistent absenteeism, worker dissatisfaction, and high levels of turnover. Exacerbating this situation, there is a worldwide recession and explosive geopolitical developments, which have led to great uncertainties in world markets. For many organizations, the need to respond effectively to these problems is of paramount importance, as their economic viability hangs in the balance. To deal with the challenges of today′s global environment and to stay competitive in the world marketplace, organizations need to look beyond the sphere of traditional directive management and the limited application of participative management. One concept, which is showing particular promise in this regard as a comprehensive solution, is that of self‐managing teams (SMTs). Explores the essence of this concept, the unique role which it assigns to management, some of its drawbacks and benefits. Also suggests some critical requirements for successful implementation.

The purpose of this paper is to discuss diverse matters concerning the field of Participation and Employee Ownership (PEO) coinciding with the launch of the JPEO.

This paper used mixed methods including bibliometric analysis.

Significant gaps exist in our knowledge of the scope and nature of PEO. Citation counts illustrate both the changing composition of research within PEO and faster relative growth than terms used to describe related fields such as labor unions and trade unions. Based on manually collected citation data I identify the most highly cited studies within PEO. Few of these studies attain a “home-run” citation count. However, PEO scholars are cited 19 percent more than economists in top 30 schools and the median C5 (total citations for the author’s five most highly cited papers) is more than 260 percent of the median for economists in “top 30” institutions. There is also some weak evidence that the citation bias in economics against female scholars is not as marked in PEO as elsewhere. A qualitative assessment of PEO studies suggests markedly uneven progress in empirical work across types of PEO.

No similar review has been done before.

One of the defining characteristics of higher education is the expectation that undergraduates will exercise some responsibility for the management of their learning. In the UK and elsewhere student self‐managed learning has become more salient due to resource constraints and the increasing emphasis on equipping students with what they need to become lifelong learners. At the same time, as a result of widening access policies, developments in compulsory education systems and changing lifestyles, undergraduates appear less well prepared to cope with the demands of self‐managed learning than might have been the case in the past. The problem is further compounded by the diversity of view amongst academic staff concerning the extent and nature of the support, which they should provide in this respect. Although the need for support will vary between institutions, all are faced, to a greater or lesser extent, with the challenge of ensuring that their learning and teaching strategies take account of the contingencies of self‐managed learning

This study aims to examine whether are there human resources (HR) practices that influence firm performance of companies operating in the Mediterranean region and, specifically, in Greece. Existing literature comes mostly from American studies, leaving a research gap what happens when HR practices are applied by companies in the Mediterranean region.

The author reviewed the existent literature and examined six HR practices, which were initially proposed by Pfeffer. Using a self‐reported questionnaire, the author surveyed managers in Greece. The author used univariate and hierarchical multiple regression models to analyse the data.

Analysis of data provides overall support for all HR practices except of job security. Selective hiring and compensation policy were significant predictors for all performance variables.

Results from studies on a specific industry may have limitations to generalising to other sectors of the economy. More research is necessary to examine HR practices not covered by this study.

This study has practical implications particularly for small and medium enterprises (SMEs) that proliferate in Mediterranean countries. SMEs often find it difficult to see all the connections between antecedents (such as recruiting, compensating and training personnel) and consequences (such as turnover, financial performance). This study shows that there are high‐performance workplace practices that clearly pay off and thus, it is worthy investing on them.

This research is valuable to Mediterranean companies by highlighting the role of practices such as selective hiring and compensation policy in order to increase the overall firm performance.

Long-term health conditions are a significant occupational and global burden and can undermine people's ability to work. Workplace support for self-management of long-term conditions has the potential to minimise adverse work effects, by enhancing health and work outcomes. No data exist about employers' views concerning supporting workers with long-term conditions to self-manage.

The exploration of employers' views involved recruiting 15 participants with responsibilities for workplace health, well-being and safety responsibilities, who participated in a semi-structured interview about self-management and support. Data were analysed using a qualitative six-stage thematic analysis technique.

Self-management support is not purposely provided to workers with long-term conditions. Support in any form rests on workers disclosing a condition and on their relationship with their line-manager. While employers have considerable control over people's ability to self-manage, they consider that workers are responsible for self-management at work. Stigma, work demands and line-manager behaviours are potential obstacles to workers' self-management and support.

Workplace discussions about self-managing long-term conditions at work should be encouraged and opened up, to improve health and work outcomes and aligned with return-to-work and rehabilitation approaches. A wider biopsychosocial culture could help ensure workplaces are regarded as settings in which long-term conditions can be self-managed.

This study highlights that employer self-management support is not provided to workers with long-term conditions in a purposeful way. Workplace support depends on an employer knowing what needs to be supported which, in turn, depends on aspects of disclosure, stigma, work demands and line management.

Five years ago in a review of Jaroslav Vanek's The Labour‐Managed Economy published in this journal, the present writer ventured, inter alia, two general observations on the economics literature of the labour‐managed firm. First, “Vanek has contributed more words and analysis on this subject than the rest of the economics profession put together”. Secondly, “In spite of the increasing concern shown by the ‘men of deeds’ with participation, income sharing and producers' cooperatives over the last ten years the majority of the ‘men of words’ who have offered any advice have been of the sociological species… This reviewer is optimistic enough to hope that this is not because economists have nothing to contribute”. A review of three new books on the subject provides a timely opportunity to reassess these observations.

The main aim of the paper is to examine some of the strategies that can be matched to increase the effectiveness of the knowledge development cycle. In manufacturing and operational works, the effectiveness of different organizing strategies to enhance the quality of manufacturing processes and products is well established. In knowledge works, however, we lack such frameworks. Unlike manufacturing and operational processes, knowledge development processes are often chaotic, unstructured, and unsystematic, resulting in intangible products. Therefore, the principles of manufacturing strategies cannot be applied in the knowledge development cycle. In knowledge works, organizing strategies should be defined and initiated based on knowledge development phases (e.g. knowledge creation, knowledge adoption, knowledge distribution, and knowledge review and revision). Each phase, in the knowledge development cycle, needs to be evaluated in context of its characteristics on repetition, standardization, reliability, and specifications.