Workplace partnership and employee involvement - contradictions and synergies: Evidence from a heavy engineering case study

Peter A. Butler, Olga Tregaskis, Linda A. Glover

Research output: Contribution to journalArticlepeer-review

13 Citations (Scopus)


This article considers the workplace partnership–employee involvement nexus. While an empirical association has been recorded, there has been limited exploration of the potential benefits to be derived from the coupling of these interventions. Developing the idea of forward and reverse synergies this article argues the relationship is complex. The tendency for partnership to act as an antecedent for the utilization of employee involvement and wider organizational change has been documented – forward synergy. However, the reverse scenario, where involvement is used by management to initiate and subsequently bolster workplace cooperation and consensus has received far less scrutiny. This article seeks to shed light on both phenomena.
Original languageEnglish
Pages (from-to)5-24
Number of pages20
JournalEconomic and Industrial Democracy
Issue number1
Publication statusPublished - 2011

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