Works council effectiveness in subsidiaries of MNCs during reorganizations: Case study evidence from the Netherlands

Sapulete, Saraï; Berg, Annette van den

doi:10.1177/0143831x15586436

Cited by 5 publications

(5 citation statements)

References 26 publications

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“…However, while it is important to set out these definitions in law, it is also crucial in individual organisations to develop a common internal cultural understanding of what is confidential and what is not, and why information should be deemed confidential. In all areas, an alignment of understanding of issues between worker representative and management, underpinned by trust and transparency, is crucial in the successful fulfilment of respective roles (Sapulete and Van den Berg, 2017). Here, ideally, legal change would be bolstered by social partner action, in the form of, for example, codes of practice or guidelines, developed by worker representatives in conjunction with the Association of Work Councils and/or the Slovenian Directors' Association.…”

Section: Discussionmentioning

confidence: 99%

Careless whispers: confidentiality and board-level worker representatives

Franca

Doherty

2020

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PurposeThe article focuses on the role that ‘confidential information’ plays in relation to the work of board-level worker representatives, and their interaction with other worker participation mechanisms. Thus, the purpose of the paper is to explore the implications of confidentiality of board-level information for effective worker participation. The main argument is that if board-level worker representatives are excessively constrained by confidentiality provisions, their capacity to work effectively is brought into question.Design/methodology/approachA qualitative research was undertaken on a sample of 12 public limited companies in Slovenia. In each company, three interviews were conducted: with the CEO or board member, with a board-level worker representative and with a works councilor, who was not a board-level worker representative (36 interviews in total). Each of these interviewees has a particular role, and interest, in handling confidential information. Thus, a method of triangulation by groups was employed. The interviews were conducted at the company premises during October and November 2017. The results were analysed by the content analysis method.FindingsThis research confirms that in the majority of companies, nearly all of the material and information discussed by the board is deemed to be ‘confidential’. Consequently, communication between board-level worker representatives and the works council is rendered difficult, if not impossible. The results indicate an urgent need to redefine the concept of confidentiality and to reinforce the level of communication between management boards and works councils.Research limitations/implicationsThe research is limited to one country, which, by no means, is fatal, as international comparisons, although of greater breadth, often lose some depth of analysis (especially, for example, where there are differences in legal contexts). Although the issues discussed in the paper are of relevance to all those with an interest in worker participation mechanisms, they cannot be generalised mostly due to national specificities.Originality/valueThe question of confidentiality as between the board, board-level worker representatives, works councils, trade unions and other form of worker representation, despite its importance, has been raised quite rarely in research. In this research, three groups of stakeholders (CEO/board member, board-level workers representative and works council members) have been covered, with the aim to extend the understanding of how confidentiality obligations impact relationships between these.

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Section: Discussionmentioning

confidence: 99%

Careless whispers: confidentiality and board-level worker representatives

Franca

Doherty

2020

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“…Finally, as external needs and expectations have recently shifted for universities, and in particular, the subunits, governance options need to evolve with those requirements. In an effort to morph US shared governance structures to operate more efficiently in times of crisis (Stouten et al , 2018), colleges of business could consider a works council model similar to organizations in Germany or The Netherlands (Mählmeyer et al , 2017; Sapulete and van den Berg, 2017). Such a structure could yield potentially beneficial outcomes as each person on the council (administrators and the faculty) comes to the table with the goal of moving the organization forward, not meeting faculty or administrator self-interests (Kaplan, 2004).…”

Section: Shared Governance Options For Colleges Of Businessmentioning

confidence: 99%

Alternatives for business school governance: charting untapped research territory

Butler

Burke-Smalley²

2022

MRR

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Purpose With today’s business faculty being tasked with making meaningful contributions to their community, corporate stakeholders, as well as in research and student learning, this makes faculty engagement and performance outputs key to metrics of college success. Therefore, the purpose of this paper is to understand how faculty engage in shared governance at the college level is important to ensure success of the college. Design/methodology/approach The authors searched for research that examined governance structures in colleges of business and found this has received scant attention. After reviewing the research examining university governance, the authors evaluate how faculty engage in shared governance at the college level. Findings The authors identify four categories of decision-making that often involve shared governance and outline different shared governance options for colleges of business, along with their pros and cons. The authors posit that the most appropriate governance approach for a college of business depends upon the college’s external environment, culture and other contextual dimensions. Finally, guidance for future research and practice, including considerations for changing governance, is provided. Originality/value How colleges of business operationalize their governance structures has received scant attention in the management literature.

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“…We verwachten dat samenwerken de meest effectieve invloedtactiek is in dochterondernemingen (met een buitenlandse moeder). Als lokaal management en de OR samenwerken, dan kunnen ze wellicht hun gedeelde belangen benadrukken en sterker staan ten opzichte van het buitenlandse management (Looise & Drucker, 2002;Sapulete & Van den Berg, 2015). Hogerop hulp zoeken komt in deze situatie ook van pas, omdat de besluitvorming hoger in de organisatie plaatsvindt.…”

Section: Hypothese 2b: Samenwerken Hogerop Hulp Zoeken En Uitwisselen Leiden Vooral Voorunclassified

Gebruik van invloedtactieken door de OR: Duitsland en Nederland vergeleken

Sapulete¹,

Behrens

Brehmer

et al. 2016

Tijdschrift Voor Arbeidsvraagstukken

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Works councils' use of influence tactics: A comparison between Germany and the Netherlands The relationship between works council and management is of great importance for works councils' performance. In this study, we focus on the influence tactics used by works councils to obtain more voice and influence in decision-making processes. We distinguish between the following six influence tactics: consulting the labor union, cooperating, blocking, exchange, upward appeal, and emphasizing legitimacy. We study the differences between German and Dutch works councils, and between business with different levels of internationalization. We perform regression analyses on information from 500 Dutch and 853 German questionnaires. The use of influence tactics is positively related to voice and influence. In Germany, formal tactics, such as emphasizing legitimacy and consulting the labor union, are effective, as well as cooperating with management. In the Netherlands, cooperation is most effective. Organizations with foreign headquarters are least likely to be influenced, compared to those that are operating independently and those with domestic headquarters. These organizations benefit from the tactics of cooperating and consulting the labor union. In Germany, there are no differences in voice and influence between different levels of internationalization. In organizations with a domestic owner, influence tactics are most effective. Cooperation is an effective influence tactic in both countries, mostly in organizations that do not operate independently.

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Works council effectiveness in subsidiaries of MNCs during reorganizations: Case study evidence from the Netherlands

Cited by 5 publications

References 26 publications

Careless whispers: confidentiality and board-level worker representatives

Careless whispers: confidentiality and board-level worker representatives

Alternatives for business school governance: charting untapped research territory

Gebruik van invloedtactieken door de OR: Duitsland en Nederland vergeleken

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