The role of productivity coalitions in building a ‘high road’ competitive strategy: The case of Denmark and Ireland created Colm McLaughlin

By:

McLaughlin, Colm [author]

Material type: Text

TextSeries: European journal of industrial relations ; Volume 19, number 2London: Sage, 2013Content type:

text

Media type:

unmediated

Carrier type:

volume

ISSN:

09596801

Subject(s):

Productivity coalitions -- Building a high road -- Competitive strategy -- Denmark and Ireland

LOC classification:

HD8371 EUR

Online resources:

Click here to access online

Abstract: This article draws on the concept of ‘productivity coalitions’ to assess the micro-foundations of Danish and Irish social partnership, and the extent to which they have facilitated a sustainable, ‘high road’ national competitive strategy. It focuses on continuous training to analyse the conditions necessary for effective collaboration between employers and unions. Four key variables that underpin strong productivity coalitions are identified: non-market coordination mechanisms, union ‘embeddedness’, ideological concordance and institutional constraints. The implications are pessimistic for effective collaboration in liberal market economies

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Holdings
Item type	Current library	Call number	Vol info	Copy number	Status	Notes	Date due	Barcode
Journal Article	Main Library - Special Collections	HD8371 EUR (Browse shelf(Opens below))	Vol. 19, no. 2 (pages 108-126)	SP16035	Not for loan	For in house use

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This article draws on the concept of ‘productivity coalitions’ to assess the micro-foundations of Danish and Irish social partnership, and the extent to which they have facilitated a sustainable, ‘high road’ national competitive strategy. It focuses on continuous training to analyse the conditions necessary for effective collaboration between employers and unions. Four key variables that underpin strong productivity coalitions are identified: non-market coordination mechanisms, union ‘embeddedness’, ideological concordance and institutional constraints. The implications are pessimistic for effective collaboration in liberal market economies

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