The John Lewis model reveals the tensions and paradoxes at the heart of workplace democracy
Cathcart, Abby (2013) The John Lewis model reveals the tensions and paradoxes at the heart of workplace democracy. Democratic Audit.
Politicians of all parties have been keen to promote the ‘John Lewis model’ of industrial organisation, emphasising its features of employee ownership and workplace democracy. Dr Abby Cathcart’s research into the company shows that management and workers have different visions of what ‘partnership’ means, with ongoing struggle taking place via the organisation’s democratic structures. This, she argues, has stark implications for other organisations with partnership models that are less robust.
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|Additional Information:||Democratic Audit is an independent research organisation, established as a not-for-profit company, and based at the London School of Economics. Our core objective is to advance education, and to undertake and promote research into, the quality and effectiveness of UK democracy.|
|Keywords:||John Lewis Model, Workplace Democracy|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2013 The Author|
|Deposited On:||01 Aug 2013 23:28|
|Last Modified:||02 Aug 2013 14:49|
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