Different rooms, different voices: Double-breasting, multi-channel representation and the managerial agenda

Niall Cullinane; Jimmy Donaghey; Tony Dundon; Tony Dobbins

doi:10.1080/09585192.2011.561213

Different rooms, different voices: Double-breasting, multi-channel representation and the managerial agenda

Niall Cullinane, Jimmy Donaghey^*, Tony Dundon, Tony Dobbins

^*Corresponding author for this work

Management

Research output: Contribution to journal › Article › peer-review

Abstract

Double-breasting has been identified as where companies run union voice and non-union voice mechanisms across different plants. While research has focused on the incidence of such arrangements, there is a dearth of evidence into the dynamics of it. This article seeks to complement existing research by examining the contours of double-breasting in a case study organisation. The findings suggest that more research is necessary into the dynamics of double-breasting in terms of how voice in sites affects each other and the extent to which running different regimes affects the managerial agenda.

Original language	English
Pages (from-to)	368-384
Number of pages	17
Journal	International Journal of Human Resource Management
Volume	23
Issue number	2
DOIs	https://doi.org/10.1080/09585192.2011.561213
Publication status	Published - Jan 2012

Bibliographical note

Funding Information:
This work was bilaterally supported by the Economic and Social Research Council (RES-062-23-1139) and the Irish Research Council for the Humanities and Social Sciences, grant title ‘Ireland Bilateral: assessing the impact of employee information and consultation regulations in cross-border enterprises on the island of Ireland’.

Keywords

double-breasting
employee voice
non-union representation
union representation

ASJC Scopus subject areas

Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1080/09585192.2011.561213

Cite this

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Different rooms, different voices: Double-breasting, multi-channel representation and the managerial agenda

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

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