Uses a longitudinal case study approach to analyse changes in industrial relations in a chemical company over the last decade. The authors argue that the concept of “waves” can be used to help understand developments during this period. The first wave related to the crisis of the early 1980s and a “turnaround project”, while the second was part of a longer term and in a sense less urgent cultural change initiative. There was thus a shift in management thinking, from emphasizing compliance with short‐term imperatives, to an attempt to develop a more fully co‐operative relationship, where commitment was seen as central to the new way of working. However, underpinning this shift to a more co‐operative relationship was a considerable shift in the balance of workplace power, a fact which explains the new relationship more effectively than increased employee understanding or the growth of consensus at the workplace. At the same time, there remained ambiguity amongst the key actors in the process. Whilst senior management strongly supported the new programme of change, middle managers and supervisors were much less enthusiastic. Unions also were ambivalent in their attitudes, given the dimunition of their role. Amongst other things, the case illustrates the difficulty encountered when management attempt to change organizational culture to achieve high trust industrial relations.
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