Quaker Employers and Industrial Relations

Managerial Strategy and Industrial Relations: A Case Study of Plant Relocation

“…It stemmed from a growing realization that sooner rather than later the company would need to come to grips with what McCarthy and Ellis (1973) have termed the 'challenges from within and without'. The traditions of welfare paternalism associated with Quaker employers such as Cadbury Ltd (Child, 1964) were increasingly questioned as to their appropriateness for the changed circumstances of the 1960s.…”

Employers' Labour Strategies, Industrial Welfare, and the Response to New Unionism at Bryant and May, 1888–1930

“…Devoutness was no guarantee of philanthropy. 50 Indeed, it was the professional managers like Bartholomew and Paton, who increasingly took over the running of the firm, that were responsible for making Bryant and May a welfarist employer. In contrast to Wilberforce Bryant, who acknowledged only his duty to shareholders,5' Paton argued that the rights to profits had to be balanced alongside the interests of workers.…”

An Economic Approach to Business Ethics: Moral Agency of the Firm and the Enabling and Constraining Effects of Economic Institutions and Interactions in a Market Economy

“…Apparently, the managers of the Body Shop, Shell, or Café Direct have different experiences regarding the feasibility of moral agency under conditions of competitive market ordering than did Quaker managers or other early factory managers (Wagner-Tsukamoto, 2001b, forthcoming; see also Child, 1964;Taylor, 1964). Hence, the conventional economic view that corporate moral agency can only come as unintentional agency or at best as passive, intentional agency needs certain revisions.…”