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From ‘the best kept company secret’ to a more proficient structure of employee representation: The role of EWC delegates with a managerial background

Author

Listed:
  • Jeremé Charles Snook

    (Sheffield Hallam University, UK)

  • Michael Whittall

    (Nottingham Trent University, UK)

Abstract

This article is a longitudinal case study that demonstrates how company middle managers acting as European works council (EWC) delegates are well placed to represent the interests of the wider workforce. Contrary to widely held assumptions about the role of management on EWCs, namely that such delegates represent nothing more than the ‘managerial capture’ of this European institution, the article exemplifies such delegates as possessing skills sets which incorporate communication, organization, strategy, assertiveness, tact and diplomacy that can benefit the EWC. The delegates in this study developed both solidarity and a shared sense of identity among employees that spanned national borders; delegates also influenced both company policy and strategy. Ultimately these delegates operating in a strictly non-unionized IT company helped transform the company EWC from its initial description as ‘the best kept company secret’ into a more purposeful structure of employee representation.

Suggested Citation

  • Jeremé Charles Snook & Michael Whittall, 2013. "From ‘the best kept company secret’ to a more proficient structure of employee representation: The role of EWC delegates with a managerial background," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 34(2), pages 355-378, May.
    • Handle: RePEc:sae:ecoind:v:34:y:2013:i:2:p:355-378
    DOI: 10.1177/0143831X12448556
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