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Organisation strategies and industrial relations
10 references·7 citing·32 second hop
Organisation strategies and industrial relations (1980)Organisation strategies and industrial re…Power, innovation, and problem-solving in personnel management (1978)Power, innovation, and proble…Industrial Relations Research: A Critical Analysis (1978)Industrial Relations Research…FACTORS SHAPING SHOP STEWARD ORGANISATION IN BRITAIN* (1978)FACTORS SHAPING SHOP STEWARD …TOWARDS USEFUL THEORISING ABOUT INDUSTRIAL RELATIONS* (1977)TOWARDS USEFUL THEORISING ABO…The conduct of industrial relations (1977)The conduct of industrial rel…THE GHOST AT THE BARGAINING TABLE: DIRECTORS AND INDUSTRIAL RELATIONS (1974)THE GHOST AT THE BARGAINING T…A STRATEGY FOR INDUSTRIAL RELATIONS RESEARCH IN GREAT BRITAIN* (1974)A STRATEGY FOR INDUSTRIAL REL…Redundancy, values and public policy (1973)Redundancy, values and public…Essays in Industrial Relations Theory. (1971)Essays in Industrial Relation…Planning and Control Systems: A Framework for Analysis (1965)Planning and Control Systems:…The Employment Relationship, Control and Strategic Choice in the Study of Industrial Relations (1989)The Employment Relationship, …Technical Change and Industrial Relations: Theoretical Reflections on Changes in the Automobile Industry (1989)Technical Change and Industri…Employee Relations Strategy In The Multi‐Divisional Company (1988)Employee Relations Strategy I…MANAGERIAL STRATEGY AND INDUSTRIAL RELATIONS: A CASE STUDY OF PLANT RELOCATION (1986)MANAGERIAL STRATEGY AND INDUS…The Hancock Report and Workplace Industrial Relations (1985)The Hancock Report and Workpl…MANAGEMENT STRATEGY AND THE REFORM OF COLLECTIVE BARGAINING: CASES FROM THE BRITISH STEEL CORPORATION (1984)MANAGEMENT STRATEGY AND THE R…Industrial relations policy and managerial custom and practice (1983)Industrial relations policy a…The Nature of Managerial Work (1974)The Structure of "Unstructured" Decision Processes (1976)Patterns in Strategy Formation (1978)Strategic integration and employee relations: the impact of managerial styles (1998)Training in greenfield sites (2000)Labour Relations in the Motor Industry (1967)Operations Technology and Organization Structure: An Empirical Reappraisal (1969)Report of the Committee of Inquiry on Industrial Democracy (1977)THE CHANGING NATURE OF NATIONAL WAGE AGREEMENTS* (1978)ORGANISING A FRAGMENTED WORKFORCE: SHOP STEWARDS IN LOCAL GOVERNMENT (1982)THE DISTINCTIVE EFFECTS OF PLANT AND COMPANY SIZE ON WORKPLACE INDUSTRIAL RELATIONS (1984)Strategy or Structure? Capital, Labour and Control (1987)Line management responsibility for HRM: what is happening in Europe? (2003)The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties (2003)Past, present, and future of decision support technology (2002)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)Studying Human Resource Strategy: An Approach and an Agenda (1984)Evolution of Concept and Practice in Personnel Administration/Human Resource Management (PA/HRM) (1986)Compensation research past, present, and future (2007)JAPANESE MANAGEMENT: COPING WITH BRITISH INDUSTRIAL RELATIONS (1986)Judging the quality of research in business schools: The UK as a case study (1995)What do unions do now? (2003)Industrial relations climate: Testing a construct (1989)The significance of human resource management: a reconsideration of the evidence (1993)Collective Bargaining as Industrial Democracy: Hugh Clegg and the Political Foundations of British Industrial Relations Pluralism (2007)STRATEGIC INDUSTRIAL RELATIONS AND HUMAN RESOURCE MANAGEMENT ‐ DISTINCTION, DEFINITION AND RECOGNITION (1987)Strategic Human Resource Management: Are the Promises Fulfilled? (1992)Conflict in the boardroom: a participant observation study of supervisory board dynamics (2016)Responses to industrial closure (1985)Factory Occupation, Workers’ Cooperatives and Alternative Production: Lessons from Britain in the 1970s (2012)Workplace bargaining—the end of an era? (1979)
this work references cited by second hop

References

  • 1965Planning and Control Systems: A Framework for Analysis2,226 cited
  • 1978Power, innovation, and problem-solving in personnel management372 cited
  • 1974A STRATEGY FOR INDUSTRIAL RELATIONS RESEARCH IN GREAT BRITAIN*86 cited
  • 1971Essays in Industrial Relations Theory.57 cited
  • 1978Industrial Relations Research: A Critical Analysis47 cited
  • 1978FACTORS SHAPING SHOP STEWARD ORGANISATION IN BRITAIN*35 cited
  • 1974THE GHOST AT THE BARGAINING TABLE: DIRECTORS AND INDUSTRIAL RELATIONS30 cited
  • 1977The conduct of industrial relations17 cited
  • 1973Redundancy, values and public policy13 cited
  • 1977TOWARDS USEFUL THEORISING ABOUT INDUSTRIAL RELATIONS*12 cited

Cited by

  • 1986MANAGERIAL STRATEGY AND INDUSTRIAL RELATIONS: A CASE STUDY OF PLANT RELOCATION17 cited
  • 1988Employee Relations Strategy In The Multi‐Divisional Company12 cited
  • 1985The Hancock Report and Workplace Industrial Relations8 cited
  • 1984MANAGEMENT STRATEGY AND THE REFORM OF COLLECTIVE BARGAINING: CASES FROM THE BRITISH STEEL CORPORATION7 cited
  • 1989Technical Change and Industrial Relations: Theoretical Reflections on Changes in the Automobile Industry

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6 cited
  • 1983Industrial relations policy and managerial custom and practice6 cited
  • 1989The Employment Relationship, Control and Strategic Choice in the Study of Industrial Relations6 cited