The Dynamic Effects of Works Councils on Labour Productivity: First Evidence from Panel Data

We estimate dynamic effects of works councils on labour productivity using newly available information from West German establishment panel data. Conditioning on plant fixed effects and control variables, we find negative productivity effects during the first five years after council introduction but a steady and substantial increase in the councils’ productivity effect thereafter. Our findings support a causal interpretation for the positive correlation between council existence and plant productivity that has been frequently reported in previous studies.     

Works Councils and Unionization: Lessons from South Korea

This study analyzes the impact of effective works councils and unions in large South Korean firms. Following a brief review of economic theory on works councils and the institutional environment of Korean industrial relations, we describe the unique data set used to analyze Korean firm-level labor relations and economic performance. The results of the multivariate analysis show that both effective works councils and unions enhance employee voice on several key personnel practices. In addition, the estimates show that unionization increases wages and reduces turnover, but effective works councils are associated with higher levels of employee satisfaction and somewhat higher productivity. These estimates are consistent with theoretical models that find that carefully designed works councils can enhance employee voice and may increase productivity.     

Works Councils and Plant Closings in Germany

This paper is the first study to investigate the impact of workplace representation on plant closings in Germany, using data from a nationally representative establishment panel. Across all establishments in our sample, we find evidence of a positive association between works council presence and plant closings. There is the contrary suggestion that industry‐wide collective bargaining plays a neutral to benign role. As for the interaction between collective bargaining and workplace representation, this appears strongest for establishments with fewer than 50 employees: such plants are much more likely to close if they have a works council and are not covered by a collective agreement.     

On the Determinants of Mandatory Works Councils in Germany

German works councils are often thought of as operating in all firms that exceed the basic size threshold (of five permanent employees) established under law. Drawing on a new large-scale, representative German data set, we report that only one-fifth of firms in our sample have works councils even if such firms do account for almost three-fourths of employment. The principal factors behind works council presence emerge as fairly conventional: firm size, firm age, branch plant status, the gender composition of the work force, and certain working arrangements. There are also signs of a close relation between workplace union density and council presence. However, some controversial causal links suggested in an earlier econometric literature receive little support.     

Behind the European Works Councils Directive: The European Commission's Legislative Strategy

The aim of the draft European works councils Directive is to bridge the gap between increasingly transnational corporate decision-making and employees' nationally-defined information and consultation rights. The proposal seeks to accommodate existing national systems of employee representation, but in the UK auxiliary measures would be needed to designate employee representatives in the absence of voluntary trade union recognition by employers. Although the Directive is strongly opposed by the UK government, the Maastricht social policy protocol has boosted its prospects of being adopted by the other 11 EC countries, with important repercussions for UK-based multinationals.     

Works Councils and Separations: Voice,Monopoly, and Insurance Effects

Using a large linked employer–employee data set for Germany, we find that the existence of a works council is associated with a lower separation rate to employment, in particular for workers with low tenure. While works council monopoly effects show up in all specifications, clear voice effects are only visible for low tenured workers. Works councils also reduce separations to nonemployment, and this impact is more pronounced for men. Insurance effects only show up for workers with tenure of more than 2 years. Our results indicate that works councils to some extent represent the interests of a specific clientele.     

Owner‐Managers and the Failure of Newly Adopted Works Councils

Using representative data from the IAB Establishment Panel, we show that the managerial environment has a strong influence on the introduction and survival of works councils. Employees in owner‐managed establishments are less likely to introduce a works council. Moreover, in case of an introduction, the new works council is less likely to survive if the establishment is owner‐managed. The pattern of results even holds in situations that involve positive economic effects of works councils. This suggests that owner‐managers oppose works councils not primarily for economic reasons. Our findings are rather consistent with the hypothesis that owner‐managers oppose co‐determination because it reduces the utility they gain from being the ultimate bosses within the establishment.     

The Performance of European Works Councils in Engineering: Perspectives of the Employee Representatives

Drawing on a structured survey of European works council representatives within the engineering industry, this paper identifies a number of shortfalls in the performance of European works councils. In particular, it shows that European works council representatives retain a national rather than a European point of reference and are critical of the integration of European works councils with other aspects of trade union organization and activity. In contrast, European works council representatives welcome the transparency within multinational companies introduced by the directive. The paper concludes in terms of a range of revisions that might usefully be introduced to improve the performance of the directive.     

Growth in teleconferencing: Looking beyond the rhetoric of readiness

The authors, addressing the question of why teleconferencing has not yet been implemented on the scale envisaged in the early 1970s, outline readiness factors and enabling forces relevant to teleconferencing growth. They argue that the optimistic demand forecasts were based on the assumption that the readiness factors would rapidly evolved into enabling forces. However, enabling forces are only beginning to emerge and the authors describe how these new forces could prompt the use of teleconferencing on a large scale.     

A Critical Assessment of the Theoretical and Empirical Research on German Works Councils

The article reviews the existing English- and German-speaking literature on the German works council. Three major research topics are discussed: the ontology and typologies of works councils; their current practice and transformation; and their economic outcomes. Although much research has been conducted on the internal functioning of the works council–management relationship, it is clear that we still know little about the determinants of different workplace relations and their outcomes. The article concludes by advocating a reviving research interest in the link between codetermination and political democracy.     

The Course of Research into the Economic Consequences of German Works Councils

In her recent survey, Carola Frege concludes that economic analysis of the works council has reached a ‘dead end’. The present paper offers a very different assessment. The evolving economic literature is shown to follow three distinct phases, the last of which contains some of the most positive evaluations to date of works council impact on establishment performance. Although these estimates are exaggerated, and the effects of works councils are likely to be small on average, the new literature redirects our research focus towards factors producing swings around this average, including differences in works council types and their workplace environments.     

Sickness Absence and Works Councils: Evidence from German Individual and Linked Employer–Employee Data

Using both household and linked employer–employee data for Germany, we assess the effects of nonunion representation in the form of works councils on (1) individual sickness absence rates and (2) a subjective measure of personnel problems due to sickness absence as perceived by a firm's management. We find that the existence of a works council is positively correlated with the incidence and the annual duration of absence. Further, personnel problems due to absence are more likely to occur in plants with a works council.     

Looking through the lens of B2B and beyond...

The systems perspective discussed by Vargo and Lusch (2010) is an intriguing notion that has the potential to spur the development of a unifying theory of marketing. While that may take time to develop, the perspective offers useful ideas for research and practice immediately.     

European Works Councils and the Crisis: Change and Resistance in Cross‐Border Employee Representation at Honda and Toyota

The article analyses the effects of the financial and economic crisis on the structures and activities of the European Works Councils (EWCs) at Honda and Toyota, which until 2007–8 were categorized as non‐efficient representation bodies. A theoretical concept is introduced to measure activation and to analyse the factors explaining change/stability. In the empirical part, the EWCs are analysed using data from expert interviews. Both EWCs have undergone different activation ‘paths’, which partly lead to a restructuring of the bodies and the implementation of new co‐ordination processes. Yet the basic logic was retained because of cultural and power related aspects.     

The Impact of European Works Councils on Management Decision-Making in UK and US-based Multinationals: A Case Study Comparison

The operation of European Works Councils (EWCs) is taking management and employee representatives in MNCs into uncharted territory. In particular, for companies headquartered in Anglo‐Saxon economies there is little domestic tradition of statutory employee consultation. Drawing on comparative case studies, this article investigates the impact of EWCs on the process and outcomes of corporate‐level management decision‐making in UK and US‐based MNCs. Variation in EWC impact arises from the interaction of structural factors, such as business focus, management organisation and pre‐existing industrial relations arrangements, and agency factors, including management policy and the cohesion of employee representatives.