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dc.contributor.authorMcBride, Jo*
dc.contributor.authorStirling, J.*
dc.date.accessioned2009-06-30T07:39:46Z
dc.date.available2009-06-30T07:39:46Z
dc.date.issued2002
dc.identifier.citationMcBride, J and Stirling, J. (2002). Partnership and process in the maritime construction industry. Employee Relations. Vol. 24, No. 3, pp. 290-304.en
dc.identifier.urihttp://hdl.handle.net/10454/2881
dc.descriptionNoen
dc.description.abstractThe authors provide a case study of a partnership agreement in the Tyneside maritime construction industry. They focus on the role of trade unions and the complex tensions that emerge between regional and local officials and workplace representatives. They argue that agreements can only be understood within the context of existing employee relations structures. Their conclusion suggests that the agreement had little impact on a ¿branch plant¿ of a national company and that it was often received with hostility and little commitment. As a consequence the partnership became a symbolic agreement with potential significance for external customers but no role in shaping workplace employee relations.en
dc.language.isoenen
dc.relation.isreferencedbyhttp://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=Article&Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0190240304.pdfen
dc.subjectCase studiesen
dc.subjectPartneringen
dc.subjectTrade unionsen
dc.subjectMaritime constructionen
dc.titlePartnership and process in the maritime construction industry.en
dc.status.refereedYesen
dc.typeArticleen
dc.type.versionNo full-text available in the repositoryen


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