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Steel: a classic case of industrial relations change in Britain

Article Abstract:

The interrelations between the search for greater flexibility and the decentralization of industrial relations have received comparatively little attention. The developments within British Steel over the past decade indicate how these two developments can interact. Against a background of a stagnant market for steel, overcapacity, changing state attitudes towards the nationalized sector and a national steel strike, management at British Steel have used local agreements as a key vehicle for introducing widespread restructuring and changes in work organization. In particular, the tying of local bonus payments to achieved performance and to changes in work organization has enabled management to introudce fundamental changes to traditional work arrangements with little worker or union resistance. (Reprinted by permission of the publisher.)

Author: Blyton, Paul
Publisher: Blackwell Publishers Ltd.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1992
Steel foundries, not elsewhere classified, Management, Labor relations, Steel industry, British Steel PLC

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The structures of industrial development

Article Abstract:

Industries in the UK are able to focus development and growth in identifiable ways because of internal underlying dynamics. Industries in other countries undergo similar processes which are resistant to governmental attempts at redirection. A model is outlined which shows the process of industrial development as usually including four stages: the community; the informal network(s); the formal network; and the club. These stages are defined. Conclusions for the British manufacturing industry are drawn.

Author: Burrell, Gibson, Shearman, Claire
Publisher: Blackwell Publishers Ltd.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1987
United Kingdom, Research, Economic aspects, Industrial development, Industrialization, Great Britain

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Risk types and inter-firm alliance structures

Article Abstract:

The authors posit that firms use equity alliances to control relational risk, and use non-equity alliances to control performance risk. Relational risk is defined as inter-firm cooperation; performance risk is defined as failing to achieve objectives.

Author: Das, T.K.
Publisher: Blackwell Publishers Ltd.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1996
Analysis, Risk (Economics), Business enterprises, Industrial cooperation

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