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

By: Material type: TextTextSeries: European journal of industrial relations ; Volume 19, number 2London: Sage, 2013Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISSN:
  • 09596801
Subject(s): LOC classification:
  • HD8371 EUR
Online resources: 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 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

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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