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Journal articles on the topic 'Industrial relations; Organizational change'

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Published: 10 December 2022

Last updated: 28 January 2023

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1

Erickson, Christopher L., and Sarosh Kuruvilla. "Industrial Relations System Transformation." ILR Review 52, no. 1 (October 1998): 3–21. http://dx.doi.org/10.1177/001979399805200101.

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The authors use two models from biological science—the evolutionary model of gradual adaptation, and the contrasting punctuated equilibrium theory that posits occasional periods of rapid, fundamental change punctuating longer periods of stability—to define industrial relations system “transformation” and explore its implications. An industrial relations system can be said to have undergone transformation, they argue, when the network of basic assumptions and principles underlying that system, or its “deep structure,” is changed, and such change can occur either through gradual adaptation or through abrupt revolution. They apply this conceptual framework to industrial relations system changes in Sweden, South Africa, New Zealand, and the United States.

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2

Taras, Daphne G., and James T. Bennett. "Technological change and industrial relations." Journal of Labor Research 23, no. 3 (September 2002): 335–38. http://dx.doi.org/10.1007/s12122-002-1039-x.

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3

Scarbrough, Harry, and Peter Moran. "Technical Change in an Industrial Relations Context." Employee Relations 8, no. 6 (June 1986): 17–22. http://dx.doi.org/10.1108/eb055087.

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4

Sulzner, George T. "Public Sector Labor Relations: Agent of Change in American Industrial Relations?" Review of Public Personnel Administration 5, no. 2 (April 1985): 70–78. http://dx.doi.org/10.1177/0734371x8500500207.

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5

KOCHAN, THOMAS A. "Adaptability of the U.S. Industrial Relations System." Science 240, no. 4850 (April 15, 1988): 287–92. http://dx.doi.org/10.1126/science.240.4850.287.

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An industrial relations system describes the basic values, laws, institutions, and organizational practices that govern employment relationships. To be effective, an industrial relations system must be well matched to its economic and social environment and able to meet the strategic needs of employers, the workforce, and the larger society. The current state of American industrial relations is assessed against these criteria. The general proposition advanced is that the U.S. system of industrial relations that grew out of the New Deal labor legislation of the 1930s performed effectively from the 1940s through the 1960s. Pressures for change on the system began to build through the 1970s because of changes in the economic and technological environment and in the strategic behavior and needs of the parties. These pressures erupted in the early 1980s to produce a period of experimentation and fundamental change in union-management relations. The critical question in industrial relations today is whether the process of adaptation will be sustained and expanded to cover a broader range of employment relationships.

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6

Rymkevich, Olga, and Mattew Lapointe. "Industrial Relations and Change in the European Union." International Journal of Comparative Labour Law and Industrial Relations 18, Issue 3 (September 1, 2002): 329–36. http://dx.doi.org/10.54648/5100078.

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7

Vakola, Maria, and Ioannis Nikolaou. "Attitudes towards organizational change." Employee Relations 27, no. 2 (April 2005): 160–74. http://dx.doi.org/10.1108/01425450510572685.

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8

Kuruvilla, Sarosh, and Christopher L. Erickson. "Change and Transformation in Asian Industrial Relations." Industrial Relations: A Journal of Economy and Society 41, no. 2 (April 2002): 171–227. http://dx.doi.org/10.1111/1468-232x.00243.

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9

Lance Revenaugh, D. "Implementing Major Organizational Change." TQM Magazine 6, no. 6 (December 1994): 38–48. http://dx.doi.org/10.1108/09544789410073630.

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10

Rehfeldt, Udo. "Industrial relations in France." Employee Relations 40, no. 4 (June 4, 2018): 617–33. http://dx.doi.org/10.1108/er-02-2017-0033.

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Purpose The purpose of this paper is to present the actors, institutions and changing rules of the French system of industrial relations (IR). It questions whether the traditional view of the French model as “state-centric” is still adequate. Design/methodology/approach Based on institutionalist IR theories of social regulation and neocorporatism, the paper analyses the evolution of the French IR system from a “State-centric” model to the development of collective bargaining, both at the sector and company level, as well as of tripartite concertation. Findings Initially based on adversarial relations between trade unions and employers, compensated by strong state interventionism, the French IR system has experienced a series of reforms, adopted under the pressure of the unions in the 1980s and mostly under the pressure of the employers’ organisations since the turn of the century. These reforms boosted collective bargaining at the workplace level and tripartite concertation at the peak level. The paper analyses the limits of both developments and explains why a reversal of the hierarchy of norms was imposed in 2016 by law without prior concertation. Originality/value The paper presents an original explanation of the change of the initial French IR model, stressing the importance of power relations and the role of IR experts in the different reform moments.

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11

Morley, Michael, Chris Brewster, Patrick Gunnigle, and Wolfgang Mayrhofer. "Evaluating change in European industrial relations: research evidence on trends at organizational level." International Journal of Human Resource Management 7, no. 3 (September 1996): 640–56. http://dx.doi.org/10.1080/09585199600000148.

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12

Lucio, Miguel Martinez. "Interpreting Change: Debates in Spanish Industrial Relations." European Journal of Industrial Relations 1, no. 3 (November 1995): 369–83. http://dx.doi.org/10.1177/095968019513004.

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13

Streeck, Wolfgang, H. Juris, M. Thompson, W. Daniels, and B. C. Roberts. "Industrial Relations in a Decade of Economic Change." Industrial and Labor Relations Review 40, no. 2 (January 1987): 308. http://dx.doi.org/10.2307/2523317.

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14

Rutherford, Tod. "The Canadian Automobile Industry: Work Reorganisation and Industrial Relations Change." Employee Relations 12, no. 2 (February 1990): 27–32. http://dx.doi.org/10.1108/eum0000000001024.

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15

Streeck, Wolfgang. "Book Review: Economic and Social Security and Substandard Working Conditions: Comparative Industrial Relations: Industrial Relations in a Decade of Economic Change, Industrial Relations in Europe: The Imperatives of Change." ILR Review 40, no. 2 (January 1987): 308–9. http://dx.doi.org/10.1177/001979398704000234.

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16

Dallavalle, C. "Managing during Organizational Change." Journal of Management in Engineering 7, no. 4 (October 1991): 357–64. http://dx.doi.org/10.1061/(asce)9742-597x(1991)7:4(357).

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17

Broek, Di Van Den, Peter Sheldon, and Louise Thornthwaite. "Employer Associations and Industrial Relations Change: Catalysts or Captives?" Labour History, no. 82 (2002): 174. http://dx.doi.org/10.2307/27516861.

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18

Darr, Asaf. "Book Review: Industrial Relations Theory: Technological Change at Work." ILR Review 48, no. 4 (July 1995): 852–53. http://dx.doi.org/10.1177/001979399504800417.

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19

Shcherbak, Olena V. "JUSTIFICATION OF ORGANIZATIONAL CHANGES INCLUDING SPECIFICS OF HIERARCHICAL RELATIONS IN DEVELOPING ORGANIZATIONS." Management 26, no. 2 (April 24, 2018): 110–24. http://dx.doi.org/10.30857/2415-3206.2017.2.9.

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Introduction and study objective: the requirement to create an effective system of enterprise’s innovation development brings forward issues of theory and methodology, including specifics of necessary organizational changes and cooperation within the company including management –employees’ interaction. Thus, scientific ground for solution to these problems will facilitate the creation of organizational structures for efficiently functioning enterprises.Hypothesis of scientific research. It is often assumed that the choice of effective and required methods of the enterprise’s adjustment to the market environment would allow to systematize the organizational changes enabling performance increase of its economic activity.The purpose of this study is theoretical and methodological justification of concept approaches and methods in organization change management of enterprise structures and functions during its adjustment to the conditions of economic environment.Research methodology: application of the system analysis justifies 5 sets of hypothetical relations linking perceived power with perceived behavior of reward and penalty.Furthermore, two-dimensional correlation, stepwise multiple regression and hierarchical multiple regression analysis help to construct a model of relevant organizational changes.Results achieved: diagnostic methods were developed that determine external and internal conditions of the enterprise in order to choose the right change strategy; the methodology of evolution analysis of change efficiency was proposed. Additionally, high-quality econometric models were created for assessment of the impact of changes based on the enterprise’s performance.Conclusions: the proposed approach to justification of organizational changes enables the implication of methods designed to analyze the need for restructuring of organization culture, management style, employees’ relations and takes into account specifics of hierarchical structure in a developing organization. Furthermore, new methods were developed to assess the effectiveness of management system at an industrial enterprise, including introduction of changes and their dynamics’ assessment.

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20

Coleman, Casely Ato. "Understanding Employee Responses to Lay-Offs; The Ingredients for Successful Outcomes. An example from the Charity Sector in West Africa." Archives of Business Research 10, no. 2 (March 8, 2022): 270–86. http://dx.doi.org/10.14738/abr.102.11853.

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This study examines a recent planned organizational change by an international charity organization that resulted in the closure of three country offices and restructure of parts of its regional office which led to the lay-offs of employees within West Africa. Using an integrated model of the Kubler Ross Reaction change model, the flow of information in human resource model and industrial relations systems theory, the study examines the key steps, processes and outcomes that led to a smooth restructuring process in a region where employee lay-offs can result in endless litigation. The study concludes that a successful execution of a planned organizational change that results in office closures and staff lay-offs requires (i) a grieving model to predict, manage and adapt to employees response to change, (ii) flow of information and (iii) conformity to national industrial relations laws and practices.

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21

Howell, Chris, and Rebecca Kolins Givan. "Rethinking Institutions and Institutional Change in European Industrial Relations." British Journal of Industrial Relations 49, no. 2 (May 11, 2011): 231–55. http://dx.doi.org/10.1111/j.1467-8543.2010.00846.x.

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22

Schulz-Knappe, Charlotte, Thomas Koch, and Johannes Beckert. "The importance of communicating change." Corporate Communications: An International Journal 24, no. 4 (October 7, 2019): 670–85. http://dx.doi.org/10.1108/ccij-04-2019-0039.

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Purpose Past research has been concerned with finding reasons for failure of organizational changes and the role of employees in it. Whether employees hinder or support organizational change depends not only on the organizational context, but also on individual predispositions and the change communication employees experience during the process. The purpose of this paper is to test how these three categories affect employees’ attitudes toward the change as well as their tendency to show resistance or to support it. Design/methodology/approach An online survey (n=608) of German employees who were recently subject to a change in their workplace was conducted. Findings With respect to individual predispositions and organizational context, the results show that in particular skepticism, openness, engagement and influence on decisions are relevant predictors. Change communication variables (e.g. involvement, participation and appreciation) explain the largest share of variance, indicating that transparent communication and including employees in the process result in positive attitudes toward change and support. Originality/value This study adds to the discussion about which factors determine the support or resistance to organizational change by identifying relevant predictors, organizing them along three categories and testing them concurrently.

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23

Niland, John, and Oliver Clarke. "The Dynamics and Dimensions of Industrial Relations Change: A Comparative Analysis." Economic and Labour Relations Review 1, no. 2 (December 1990): 137–57. http://dx.doi.org/10.1177/103530469000100208.

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24

Biagi, Marco. "The European Monetary Union and Industrial Relations." International Journal of Comparative Labour Law and Industrial Relations 16, Issue 1 (March 1, 2000): 39–45. http://dx.doi.org/10.54648/260937.

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Despite its very recent introduction, the social and political impact of the European Monetary Union (EMU) can already be felt throughout the entire European Community. Indeed, many academics concur that the intensification of the economic integration brought about by EMU will accelerate the already evident process of structural economic change in the Member States, and undoubtedly strengthen their competitive position thanks to common employment strategies. Furthermore, it has been noted that the single currency has also served to encourage trade unions to communicate more amongst themselves to try to achieve more cross-border co-ordination of strategies and demands in the hope of counteracting any risk of a possible downward spiral rooted in EMU.

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25

Donn, Clifford B. "Book Review: Labor-Management Relations: Union Strategy and Industrial Change." ILR Review 42, no. 3 (April 1989): 462. http://dx.doi.org/10.1177/001979398904200313.

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26

Chaykowski, Richard P., and Caroline L. Weber. "Alternative Models of Industrial Relations Graduate Programs in Canadian and U.S. Universities." Articles 48, no. 1 (April 12, 2005): 86–100. http://dx.doi.org/10.7202/050833ar.

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The authors present the debate over whether or not industrial relations constitutes a discipline, and then discuss some of the implications of this debate for the development of industrial relations teaching units and curriculum content. Alternative organizational approaches to graduate-level study of industrial relations in Canada and the United States are broadly characterized as « sovereign Discipline » and « dependent field » models. The authors posit that the teaching model used is a direct reflection of whether or not the field of industrial relations is recognized as a sufficiently independent field of inquiry. Finally, the authors consider some of the factors influencing changes in program content and offer some implications of these factors for the future study of industrial relation.

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27

Johansson, Catrin, and Mats Heide. "Speaking of change: three communication approaches in studies of organizational change." Corporate Communications: An International Journal 13, no. 3 (August 6, 2008): 288–305. http://dx.doi.org/10.1108/13563280810893661.

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28

Czarzasty, Jan, and Adam Mrozowicki. "Industrial relations in Poland." Employee Relations 40, no. 4 (June 4, 2018): 674–91. http://dx.doi.org/10.1108/er-04-2017-0082.

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Purpose The purpose of this paper is to examine the interrelations between the evolution of industrial relations (IR) and IR research in Poland in the historical context. Two questions are put forward: How was the evolution of the IR system in Poland influenced by the re-constitution of a particular model of the capitalism and the strategies and struggle of IR actors? How were the ways of approaching and theorizing IR influenced by the aforementioned evolution? Design/methodology/approach The paper draws upon academic literature, secondary data on actors and processes of IR as well as four expert interviews with the representatives of the first generation of IR scholars in Poland. Findings The paper suggests that the development of the IR system and the related scholarship can be divided into three phases: the pre-1989 period characterised by the lack of autonomous interests representation and rather limited IR research; the early development of the post-1989 IR system marked by the debates on the integrative role of IR as peacekeeping mechanism in the period of deep economic and political changes (1989-2004); the post-EU accession consolidation of the IR system characterised by the weakness of the IR actors vis-à-vis the state and increasing neo-etatist tendencies. Originality/value This paper contributes to the ongoing debate on the relationships between the emergent models of Eastern European capitalism and the evolution of IR systems. It critically analyses the state of the discussion on the IR field Poland emphasising the relevance of political-economic factors as well as the ideology of “social peace” for both the evolution of the IR system in the country and the state of the IR debate.

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29

Goodman, M. B. "Issues in Corporate and Organizational Communication: Communication and Change." IEEE Transactions on Professional Communication 39, no. 1 (March 1996): 2. http://dx.doi.org/10.1109/tpc.1996.486041.

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30

Dankbaar, Ben. "Technical Change and Industrial Relations: Theoretical Reflections on Changes in the Automobile Industry." Economic and Industrial Democracy 10, no. 1 (February 1989): 99–121. http://dx.doi.org/10.1177/0143831x89101006.

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31

Akhtar, Muhammad Naseer, Matthijs Bal, and Lirong Long. "Exit, voice, loyalty, and neglect reactions to frequency of change, and impact of change." Employee Relations 38, no. 4 (June 6, 2016): 536–62. http://dx.doi.org/10.1108/er-03-2015-0048.

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Purpose – The purpose of this paper is to examine how frequency of change (FC) in organizations and impact of change (IC) influence the employee behaviors, i.e. exit, voice, loyalty, and neglect (EVLN) through psychological contract fulfillment (PCF) as a mediator. The moderating role of successful past changes (SPC) is also assessed with direct and indirect relations of FC, and IC alongside employees’ behaviors. Design/methodology/approach – Hypotheses were tested among a sample of 398 financial services-oriented non-managerial-level employees in Pakistan. Bootstrapped moderated mediation analyses (using PROCESS macro) were conducted to test the main and moderated mediation effects. The authors ran series of confirmatory factor analyses to validate the distinctiveness of variables and their items in this study. Findings – The results largely supported the hypotheses. Findings showed that FC is negatively related to loyalty but positively related to exit, voice, and neglect behaviors via contract fulfillment. IC is also found to have negatively related to loyalty but positively related to exit, voice, and neglect via PCF. SPC was found to moderate the relation between FC, IC, and contract fulfillment, as well as the indirect relationship with exit, voice, and neglect through contract fulfillment and negatively between FC, IC, and loyalty through contract fulfillment. The authors found direct interaction effects of FC via SPC in relation to exit and loyalty and also found direct interaction effects of IC via SPC to exit, voice, and loyalty. Research limitations/implications – The use of cross-sectional research design does not allow conclusions with respect to causality. The most important implication of the study is that employee behaviors following organizational change can best be understood via a psychological contract framework. A future suggestion is to include more organizations based on longitudinal research design with focus on both employee and employer perspective. Practical implications – This study highlights the importance of employees’ behavioral responses and their sensemaking of PCF in a post-organizational change period. Originality/value – This study empirically investigated the effects of FC, and IC on fulfillment of psychological contract and behavioral responses of employees using a sample of non-managerial employees, and provides new insights into employee behaviors following organizational changes.

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32

Fells, R. E. "Award Restructuring, Workplace Reform and the Changing Nature of Australian Industrial Relations." Economic and Labour Relations Review 4, no. 2 (December 1993): 257–78. http://dx.doi.org/10.1177/103530469300400206.

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This paper examines the changes taking place in Australian industrial relations. It takes as its starting point the policy objective of improving workplace productivity and examines the impact of reforms on this objective using Lewin's framework for the analysis of change and a mining operation as a case study. The paper suggests that the reforms are only facilitative and this exposes a reliance on management for the achievement of the policy objective. The dominance of managerial perspective changes the fundamental nature of the industrial relations system and raises several important policy considerations, in particular issues relating to the recognition of trade unions.

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33

Neal, Alan C. "Public Sector Industrial Relations — Some Developing Trends." International Journal of Comparative Labour Law and Industrial Relations 17, Issue 2 (June 1, 2001): 233–63. http://dx.doi.org/10.54648/354235.

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This article presents some results of the study presented by the author in his General Report to the XVIth World Congress of the International Society for Labour Law and Social Security under the title of 'Industrial Relations, including Collective Disputes, in the Public Sector'. Following a historical overview of earlier studies (by Schregle, Bellace and Treu) looking at public sector industrial relations, attention is drawn to particular characteristics of this field of activity, and to the problem of how the modern 'public sector' phenomenon should now be defined. In the light of these observations, the author then reviews evidence of the dramatically changing face of public sector industrial relationships across the Globe, particularly in the wake of widespread 'privatisation' initiatives. The impact of such change upon the parties to public sector bargaining is then addressed, before some recent trends in the bargaining processes themselves are highlighted. After canvassing a variety of key issues touching industrial relations in the public sector on the threshold of a new Millennium, the author concludes with an assessment of emerging trends and offers some tentative comments on the future direction of public sector industrial relationships.

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34

Wheatcroft, John. "A search for new paths in Chinese industrial relations." Human Resource Management International Digest 24, no. 4 (June 13, 2016): 35–37. http://dx.doi.org/10.1108/hrmid-03-2016-0036.

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Purpose Collective bargaining (CB) in China is perceived as inadequate, thanks to the lack of trade union independence and representation. However, there are interesting developments in some parts of the country, including Wenling, a massive manufacturing center examined here. Design/methodology/approach This qualitative case study covers all stakeholders, including the government, trade unions, sweater association, workers and employers. Findings This paper examines initially the way that trade unions are constrained by corporatism in China. Increased industrial conflicts could push employers to become the engine of change. It finds that employers endeavor to use CB as a tool to stabilize employment relations and neutralize workers resistance. A gradual transition in labor relations system is on the way. The “Wenling Way” described here could become more widely used and is seen in some quarters as a possible model. Originality/value This paper offers new insights into the under-reported area of Chinese industrial relations.

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35

Neill, Marlene S., Linjuan Rita Men, and Cen April Yue. "How communication climate and organizational identification impact change." Corporate Communications: An International Journal 25, no. 2 (November 20, 2019): 281–98. http://dx.doi.org/10.1108/ccij-06-2019-0063.

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Purpose The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship. Originality/value Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

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36

Belzer, Michael H. "Book Review: Industrial Relations Theory: Strategic Negotiations: A Theory of Change in Labor-Management Relations." ILR Review 50, no. 3 (April 1997): 511–12. http://dx.doi.org/10.1177/001979399705000309.

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37

Sisson, Keith. "2. Continuity and Change in the Programme of the Industrial Relations Research Unit." Employee Relations 8, no. 5 (May 1986): 7–14. http://dx.doi.org/10.1108/eb055079.

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38

Gunnigle, Patrick, Chris Brewster, and Michael Morley. "Continuity and Change in European Industrial Relations: Evidence from a 14‐country Survey." Personnel Review 23, no. 3 (May 1994): 4–20. http://dx.doi.org/10.1108/00483489410064531.

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39

Freedeman, Charles E., and E. A. Wrigley. "Continuity, Chance, and Change: The Character of the Industrial Revolution in England." Labour / Le Travail 26 (1990): 229. http://dx.doi.org/10.2307/25143458.

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40

Richardson, Ray, and Stephen Wood. "Productivity Change in the Coal Industry and the New Industrial Relations." British Journal of Industrial Relations 27, no. 1 (March 1989): 33–55. http://dx.doi.org/10.1111/j.1467-8543.1989.tb00207.x.

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41

Pandey, Neeraj, and Anand Kumar Jaiswal. "Change Management: A Case of State Power Utility in India." Asian Case Research Journal 18, no. 01 (June 2014): 61–80. http://dx.doi.org/10.1142/s0218927514500035.

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Uttar Pradesh, the most populous state of India, had plunged into a crisis due to deteriorating electricity supply and worsening law and order situation. The reason behind it was agitation by employees of Uttar Pradesh State Electricity Board (UPSEB) against the power sector reforms undertaken by the state government. As part of the reforms, the government backed unified board structure was trifurcated into separate corporate entities. The State Energy Secretary was pondering over reasons behind this impasse between UPSEB employees and the UPSEB management represented by the Uttar Pradesh Government. He had to evaluate a few available options to resolve the crisis and select the most appropriate one. This case highlights the importance of understanding change management process. It also looks at various industrial rela-tions issues to be addressed while undergoing transition, especially in an organizational setting where the Government is a majority stakeholder. It examines the reasons behind resistance to change; and external and internal factors that may lead to industrial relations problems. The case also highlights the need for communication among all stakeholders during transition in order to avoid industrial relations problems.

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42

Qian, Yuxia, and Tom D. Daniels. "A communication model of employee cynicism toward organizational change." Corporate Communications: An International Journal 13, no. 3 (August 6, 2008): 319–32. http://dx.doi.org/10.1108/13563280810893689.

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43

Soulsby, Anna, Graham Hollinshead, and Thomas Steger. "Crisis and change in industrial relations in Central and Eastern Europe." European Journal of Industrial Relations 23, no. 1 (March 2017): 5–15. http://dx.doi.org/10.1177/0959680117693686.

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This article introduces the Special Issue on industrial relations in Central and Eastern Europe since the financial and economic crisis. Already dependent economically on funding from the west and lacking the robust industrial relations institutions traditional in much of Western Europe, countries in the region were particularly vulnerable. However, there are important cross-national differences, and the strategies of key actors have significantly affected the outcomes.

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44

McDowall, Duncan, Michael M. Atkinson, and William D. Coleman. "The State, Business, and Industrial Change in Canada." Labour / Le Travail 27 (1991): 305. http://dx.doi.org/10.2307/25130268.

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45

Rojot, Jacques. "Industrial Relations in Europe: Recent Changes and Trends." International Journal of Comparative Labour Law and Industrial Relations 4, Issue 2 (June 1, 1988): 61–70. http://dx.doi.org/10.54648/ijcl1988008.

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46

Warhurst, Russell. "Converging on HRM? Change and Continuity in European Airlines' Industrial Relations." European Journal of Industrial Relations 1, no. 2 (July 1995): 259–74. http://dx.doi.org/10.1177/095968019512005.

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47

Lansbury, Russell D. "The Impact of Technological Change on Industrial Relations: an International Perspective." Economic and Industrial Democracy 8, no. 3 (August 1987): 411–20. http://dx.doi.org/10.1177/0143831x8783006.

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48

Hochner, Arthur. "Book Review: International and Comparative Industrial Relations: Workplace Democracy and Social Change." ILR Review 38, no. 2 (January 1985): 299–300. http://dx.doi.org/10.1177/001979398503800227.

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49

Pulignano, Valeria, Domenico Carrieri, and Lucio Baccaro. "Industrial relations in Italy in the twenty-first century." Employee Relations 40, no. 4 (June 4, 2018): 654–73. http://dx.doi.org/10.1108/er-02-2017-0045.

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Purpose The purpose of this paper is to reflect on the developments which have characterized Italy’s industrial relations from post-war Fordism to neo-liberal hegemony and recent crisis, with a particular focus on the major changes occurred in the twenty-first century, especially those concerning concertative (tripartite) policy making between the government, the employers’ organizations and the trade unions. Design/methodology/approach This study is a conceptual paper which analysis of main development trends. Findings Italy’s industrial relations in the twenty-first century are characterized by ambivalent features which are the heritage of the past. These are summarized as follows: “collective autonomy” as a classical source of strength for trade unions and employers’ organization, on the one hand. On the other hand, a low level of legislative regulation and weak institutionalization, accompanied by little engagement in a generalized “participative-collaborative” model. Due to the instability in the socio-political setting in the twenty-first century, unions and employers encounter growing difficulties to affirm their common points of view and to build up stable institutions that could support cooperation between them. The result is a clear reversal of the assumptions that had formed the classical backdrop of the paradigm of Italy’s “political exchange.” This paradigm has long influenced the way in which the relationships between employers, trade unions and the state were conceived, especially during 1990s and, to some extent, during 2000s, that is the development of concertative (tripartite) policy making. However, since the end of 2000s, and particularly from 2010s onwards national governments have stated their intention to act independently of the choices made by the unions (and partially the employers). The outcome is the eclipse of concertation. The paper explores how the relationships among the main institutional actors such as the trade unions (and among the unions themselves), the employers, and the state and how politics have evolved, within a dynamic socio-political and economic context. These are the essential factors needed to understand Italy’s industrial relations in the twenty-first century. Originality/value It shows that understanding the relationship among the main institutional actors such as the trade unions (and among the unions themselves), the employers and the state and their politics is essential to understand the change occurred in contemporary Italy’s industrial relations.

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Lines, Brian C., Kenneth T. Sullivan, and Avi Wiezel. "Support for Organizational Change: Change-Readiness Outcomes among AEC Project Teams." Journal of Construction Engineering and Management 142, no. 2 (February 2016): 04015062. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001043.

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