Embedded collectivism? Workplace representation in France and Germany

In most countries of Western Europe it makes little sense to speak of non‐union employee representation, as this is understood in the Anglo‐American world, for the principle of collective representation independent of the employer is strongly institutionalised. In this article we examine experience in two countries. In Germany, works councils with a wide repertoire of rights typically work in close partnership with trade unions. The system has experienced strains in recent years, and a growing proportion of mainly smaller workplaces are covered neither by councils nor by collective agreements; but there is virtually no evidence of alternative ‘voice’ mechanisms, and systems of direct participation are normally introduced by negotiation with councils. In France, works committees have fewer powers, and a divided trade union movement has been less successful than its German counterpart in ‘embedding’ the legally mandated institutions, at least in the private sector. Despite some common trends in both countries, national distinctiveness remains very apparent. There is growing scope for managerial strategic choice, but this is still institutionally bounded. Much more generally, countries displaying characteristics of a ‘European social model’ can be expected to sustain a close articulation between union and ‘non‐union’ channels of representation.     

Multisource feedback: Lessons learned and implications for practice

Organizations around the world are using multisource, or 360‐degree, feed‐back. Although many HR practitioners embrace it as an important mecha‐nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three‐year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc.     

After the merger: now what?

The advantages of undertaking a linkage strategy are compelling; as more hospitals consider such, the material manager should be poised to capitalize upon strategic advantages afforded by such an occurrence and implement them. The very actions undertaken by this vital position within the organization could very easily determine the degree of success realized by a linkage strategy.     

European trade unions and ‘atypical’ workers

The increase in ‘atypical’ or precarious forms of work, including part‐time, temporary or agency, contracted‐out, posted, dependent self‐employed and undocumented work, has created one of the major challenges facing trade unions in Europe today. Indeed, the ‘atypical’ has become more and more ‘typical’ in a number of European countries, particularly among women and younger workers. The rise in atypical forms of work calls for changes in the way trade unions develop strategies, policies and structures and presents a challenge to their traditional ways of thinking and organising. This article begins with the definition of atypical work and a general overview of the literature on the subject before moving on to the nature of the challenge it creates for trade unions in Europe and an overview of their responses, drawing on preliminary findings from a three‐year research project in unions in 10 European countries. The article concludes that while unions have made a great deal of progress in addressing the concerns of atypical workers, they will have to make substantial changes to their structures, thinking and way of operating in order to be fully able to respond to the challenge of this growing form of work.     

Should the government be running job centres?

Most people find their jobs by means other than job centres. Since they are not a monopoly, what reason is there for government to run them? Can it even tell whether they are being run efficiently?     

Veblen and the New Growth Theory: Community as the Source of Capital's Productivity

A century ago Thorstein Veblen argued that knowledge, which is produced and possessed by the community as a whole, is the foundation on which the productivity of "capital" rests. Orthodox economists chose to ignore Veblen and instead accepted John Bates Clark's definition of capital and the marginal productivity theory that goes with it. Recently, however, mainstream economists working on the "New Growth Theory" have rejected Clark's approach and have redefined capital so as to emphasize the importance of knowledge as well as its social character. Nevertheless, they still have an important lesson to learn from Veblen about growth, namely that technological development is nothing less than a process of cultural transformation.     

Overseas Work Experience, Savings and Entrepreneurship Amongst Return Migrants to LDCs

This paper contributes to a small but rapidly growing literature concerned with the potentially substantial implications of international migration for economic development in LDCs. We study the linkages between overseas employment, savings and entrepreneurial activity on return. In an econometric model of the probability of entrepreneurial activity, we find evidence supporting the hypotheses that both overseas savings, and the duration of stay overseas increase the probability of becoming an entrepreneur amongst literate returnees to Egypt. Amongst illiterate returnees, overseas savings alone increase the probability of becoming an entrepreneur. The results for literates suggest that skill acquisition overseas may matter more substantially than overcoming a savings constraint in explaining how overseas opportunities influence entrepreneurship on return. For illiterates, who usually accept menial positions overseas that offer little opportunity for learning, the opposite obtains.     

Rural telework: case studies from the Australian outback

This paper examines the effects of infrastructure and isolation on rural telework, and the potential of telework for rural communities. It draws on findings from two Australian case studies: a government initiative and a community-initiated training project. Differences between the experiences of rural and urban teleworkers are highlighted.     

The era of #MeToo and what managers should do about it

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo.