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The Fawley Productivity Agreements: A Case Study of Management and Collective Bargaining.
0 references·16 citing·47 second hop
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  • 1985PAY AND EMPLOYMENT DETERMINATION IN BRITAIN: WHAT ARE LABOUR ‘CONTRACTS’ REALLY LIKE?114 cited
  • 1986The ‘Japanisation’ of production and industrial relations at Lucas Electrical79 cited
  • 2017Negotiating authoritarianism and its limits: Worker-led collective bargaining in Guangdong Province51 cited
  • 1994The Empirical Tradition in Workplace Bargaining Research44 cited
  • 1986JAPANESE MANAGEMENT: COPING WITH BRITISH INDUSTRIAL RELATIONS40 cited
  • 2011The Changing Systems of British Industrial Relations, 1954-1979: Hugh Clegg and the Warwick Sociological Turn38 cited
  • 2014Chinese industrial relations research: In search of a broader analytical framework and representation32 cited
  • 2006Multinationals and National Business Systems: A ‘Power and Institutions’ Perspective30 cited
  • 2010Pushed or pulled? Transfer of reward management policies in MNCs27 cited
  • 2006The Management of Managerial Careers26 cited
  • 1991Flexible Employment Strategies in British Industry: Evidence from the UK ‘Sunbelt’24 cited
  • 2004Dynamism and embeddedness: towards a lower road? British subsidiaries of American multinationals14 cited
  • 1998Post‐privatised Shop Steward Organisation and Union Renewal at Girobank13 cited
  • 2006

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Collective Representation and Participation
13 cited
  • 1997Unbinding rationality: a single‐union agreement for contractors at a UK oil refinery9 cited
  • 1982The study of management in British industrial relations *9 cited