The British partnership phenomenon: a ten year review

Abstract

This article presents a detailed review of the vast partnership literature that has emerged in the UK between 1998 and 2008. It begins by examining definitions of partnership, and suggests that while academic definitions are vague, practitioner definitions tend to conflate partnership processes with partnership outcomes. An alternative definition based upon processes and practices is offered. This is followed by a review of the conceptual advocates/critics debate, and the key themes of empirical partnership studies. It is proposed that while recent empirical evidence identifies a variety of outcomes and presents various typologies of partnership, there is an absence of debates on typologies in the literature. The article then identifies several limitations of the existing literature, including ideological positions, a lack of sensitivity to context and to different types of partnership, and a focus on outcomes. The article concludes by suggesting avenues for future partnership research.

Partnership, collaboration and mutual gains: evaluating context, interests and legitimacy

“…It is equally apparent that there is little consensus to the explanation about the waxing and waning of such collaborations and the various threads of this research agenda are likely to endure for some time (Wilkinson, Donaghey, Dundon and Freeman, in press). Many of the debates seeking to explain partnership success or failure over the past decade also approach the topic with an assessment of 'outcomes' as the holy grail, while others seek to understand the 'processes' that seek to deliver mutuality for the parties involved (Samuel 2007;Danford, Richardson, Stewart, Tailby and Upchurch 2008;Jenkins 2008;Johnstone, Wilkinson and Ackers 2009;Evans, Harvey and Turnbull 2012). The context is one in which radical changes in economic, market environments and industrial relations legislation are reshaping workplaces.…”

“…Thus, partnership is viewed as a process, rather than an outcome of its own right. Johnstone et al (2009) propose that a more useful definition would focus upon the practices and processes associated with partnership. One of the real tests of partnership and collaborative employment relations emerges when organisations are faced with retrenchment.…”

Two Forms of Virtue Ethics: Two Sets of Virtuous Action in the Fire Service Dispute?

“…On the one hand the employees' ability to enter into a dispute is recognised and, on the other hand, employers can ultimately terminate employment of those who are seen to have breached their contract of employment. However, the dispute took place against a broader political backdrop where the Labour Government had been promoting more cooperative relationships between unions, employers and government (Johnstone, et al 2009, Bacon and Storey 2000, Howell 2004and Undy 1999. Indeed, the dominance of third way politics and cooperative approaches set the norm for industrial relations throughout this period (Howell 2004) and the dispute ran counter to this.…”

Direct involvement, partnership and setting: a study in bounded diversity

“…There is now an extensive literature (Dundon, Wilkinson, Marchington and Ackers 2004;Dietz, Wilkinson and Redman 2009;Johnstone, Ackers, and Wilkinson 2009;Harvey, Turnbull and Evans 2012) pointing out that this is a false dichotomy. In practice, all employers want the benefits that increasing levels of employee engagement can bring, whilst they also want to be as untrammelled as possible to run their businesses in the most cost-effective way.…”