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Social Partnership and the Enterprise: Some Lessons From the Irish Experience

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  • Paul Teague

    (School of Management and Economics, QueenÕs University Belfast)

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    Abstract

    This paper examines the Irish experience of social partnership at organisation level. It argues that three features in particular distinguish the Irish case. One is the importance attached to a procedural consensus to advance partnership. Another is the stress placed on experimental action in the development of these arrangements. A third characteristic is the use of an essentially non-legalistic public support framework to foster and guide the evolution of enterprise partnerships. The paper argues that while these features have merit they have not been to overcome fully what is called the partnership trilemma. This has caused the spread of organisational partnerships to remain stunted.

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    File URL: http://www.ugbs.org/weru/eper/vol2/no1/teague.pdf
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    Bibliographic Info

    Article provided by European Political Economy Infrastructure Consortium in its journal European Political Economy Review.

    Volume (Year): 2 (2004)
    Issue (Month): Summer ()
    Pages: 6-35

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    Handle: RePEc:epe:journl:v:2:y:2004:i:summer:p:6-35

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    Web page: http://eper.htw-berlin.de/
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    Related research

    Keywords: Employment relations; organisational change; manager-employee interaction;

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    Cited by:
    1. Avdagic, Sabina & Rhodes, Martin & Visser, Jelle, 2005. "The Emergence and Evolution of Social Pacts: A Provisional Framework for Comparative Analysis," European Governance Papers (EUROGOV) 1, CONNEX and EUROGOV networks.

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