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Cited by

• 2011High commitment management practices re-examined: The case of Indian call centres56 cited
• 2010Employee participation and involvement: Experiences of aerospace and automobile workers in the UK and Italy41 cited
• 2010Workers' experiences of skill, training and participation in lean and high performance workplaces in Britain and Italy37 cited
• 2009Who gains from workplace partnership?35 cited
• 2011High‐performance work systems, partnership and the working lives of HR professionals32 cited
• 2010Partnership and organizing: An empirical assessment of two contrasting approaches to union revitalization in the UK31 cited
• 2015Militant partnership: a radical pluralist analysis of workforce dialectics30 cited
• 2012When partnerships don't ‘match‐up’: an evaluation of labour–management partnerships in the automotive components and civil aviation industries25 cited
• 2013Workplace partnership and professional workers: ‘about as useful as a chocolate teapot’?25 cited
• 2007Social partnership and workplace regimes in Ireland25 cited
• 2013Partnership, flexible workplace practices and the realisation of mutual gains: evidence from the British WERS 2004 dataset21 cited
• 2007Partnership consultation and employer domination in two British life and pensions firms21 cited
• 2008The limits of high performance work systems in unionised craft‐based work settings