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What makes an effective European works council? Considerations based on three case studies

Author

Listed:
  • Michael Gold

    (Professor of Comparative Employment Relations, School of Management, Royal Holloway University of London)

  • Chris Rees

    (Senior Lecturer in Employment Relations, School of Management, Royal Holloway University of London)

Abstract

This article analyses the operation of European works councils (EWCs) in three multinational companies (GSK, Coca-Cola and UniCredit) across six EU Member States (Bulgaria, Croatia, Cyprus, Ireland, Italy and the UK). Based on interviews with EWC members and other employee representatives in these companies, it argues that EWCs are in a process of continual development, and examines the influences on their effectiveness by using a fivefold typology: company type, path dependency, socio-institutional environments, actors’ strategies and internal EWC dynamics. The article reveals that our respondents refer most frequently to the internal dynamics of EWCs as the key influence on their effectiveness, and concludes by assessing the policy implications for trade unions.

Suggested Citation

  • Michael Gold & Chris Rees, 2013. "What makes an effective European works council? Considerations based on three case studies," Transfer: European Review of Labour and Research, , vol. 19(4), pages 539-551, November.
    • Handle: RePEc:sae:treure:v:19:y:2013:i:4:p:539-551
    DOI: 10.1177/1024258913501770
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    References listed on IDEAS

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    1. Ekaterina Ribarova, 2011. "Information and consultation arrangements: results from a transnational study," Transfer: European Review of Labour and Research, , vol. 17(2), pages 229-237, May.
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