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When are European Works Councils informed and consulted, and how do they gain influence? A quantitative analysis

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  • Stan De Spiegelaere

Abstract

The objective of European Works Councils (EWCs) is to provide employees in multinational companies with information on transnational issues, and with the opportunity to voice their opinions, in order to influence managerial decision‐making. Few, however, reach that goal. This article therefore asks the question: Why? What factors explain whether or not an EWC is able to reach its goals? Building on previously established models and using large‐scale survey analysis, this article largely confirms the importance of factors related to management structure and policy, employee‐side organisation and interaction with management. As several of the main determinants relate directly or indirectly to managerial agency, the study discusses alternative ways to improve EWC functioning by focusing on the role of management.

Suggested Citation

  • Stan De Spiegelaere, 2021. "When are European Works Councils informed and consulted, and how do they gain influence? A quantitative analysis," Industrial Relations Journal, Wiley Blackwell, vol. 52(6), pages 502-527, November.
    • Handle: RePEc:bla:indrel:v:52:y:2021:i:6:p:502-527
    DOI: 10.1111/irj.12350
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    References listed on IDEAS

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    1. Paul Marginson & Mark Hall & Aline Hoffmann & Torsten Müller, 2004. "The Impact of European Works Councils on Management Decision‐Making in UK and US‐based Multinationals: A Case Study Comparison," British Journal of Industrial Relations, London School of Economics, vol. 42(2), pages 209-233, June.
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    Cited by:

    1. Sophie Rosenbohm & Jennifer Kuebart, 2022. "Can access to company boards improve transnational employee representation? Insights from employee representation in European Companies," Transfer: European Review of Labour and Research, , vol. 28(4), pages 423-440, November.

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