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

26 Pages Posted: 20 Jun 2004

See all articles by Paul Marginson

Paul Marginson

Warwick Business School

Mark Hall

University of Warwick - Warwick Business School

Aline Hoffmann

University of Warwick

Torsten Muller

University of Warwick

Abstract

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.

Suggested Citation

Marginson, Paul and Hall, Mark and Hoffmann, Aline and Muller, Torsten, The Impact of European Works Councils on Management Decision-Making in UK and Us-Based Multinationals: A Case Study Comparison. Available at SSRN: https://ssrn.com/abstract=537501

Paul Marginson (Contact Author)

Warwick Business School ( email )

Coventry CV4 7AL
United Kingdom
+44 (0)24 7652 4272 (Phone)

Mark Hall

University of Warwick - Warwick Business School ( email )

Coventry CV4 7AL
United Kingdom

Aline Hoffmann

University of Warwick

Gibbet Hill Rd.
Coventry, West Midlands CV4 8UW
United Kingdom

Torsten Muller

University of Warwick

Gibbet Hill Rd.
Coventry, West Midlands CV4 8UW
United Kingdom

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