Abstract
The phenomenon of workplace partnership has attracted significant academic interest. This article uses case study evidence from a traditional heavy engineering MNC context to examine how the pursuit of collaborative strategies impacted the roles of a multi-layered, mature community of trade union shop stewards. The analytical lens of legitimacy is used to provide insight into the contrasting experiences of senior and sectional stewards – a hitherto overlooked area. Our work suggests limitations at one level of representation may be offset by advances at another, and thus aids understanding of the conditions underpinning the impact of partnership.
| Original language | English |
|---|---|
| Pages (from-to) | 895-911 |
| Number of pages | 17 |
| Journal | Work, Employment & Society |
| Volume | 29 |
| Issue number | 6 |
| Early online date | 19 Feb 2015 |
| DOIs | |
| Publication status | Published - Dec 2015 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 3 Good Health and Well-being -
SDG 8 Decent Work and Economic Growth
Keywords
- legitimacy
- Intra role conflict
- Workplace partnership
- Shop stewards
Profiles
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Olga Tregaskis
- Norwich Business School - Pro-Vice Chancellor for Social Sciences
- Employment Systems and Institutions - Head of Group
Person: Research Group Member, Academic, Teaching and Research
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