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Toward a behavioural theory of cooperation between managers and employee representatives in works councils

Author

Listed:
  • Olivier Van der Brempt

    (University of Antwerp, GUBERNA (The Belgian Institute of Directors), Belgium)

  • Christophe Boone

    (University of Antwerp, Belgium)

  • Arjen van Witteloostuijn

    (University of Antwerp, Belgium; Tilburg University, the Netherlands)

  • Annette van den Berg

    (Utrecht University, the Netherlands)

Abstract

This article builds a comprehensive behavioural framework of cooperation between management and employee representatives in a works council setting. The authors do so by applying insights from organizational behaviour in the works council setting in the belief that this discipline’s long-standing research tradition on (work) group processes and outcomes may provide the necessary theoretical building blocks to unravel cooperation among managers and employee representatives. The authors’ framework suggests that cooperation is a complex phenomenon that is largely driven by the extent of ideological and educational differences between management and employee representatives, procedural justice and perceived organizational support. A series of case studies of Belgian works councils provide illustrations of this framework. The overall contribution of this article is a grounded and testable behavioural framework of how cooperation can develop between management and employee representatives in a works council context.

Suggested Citation

  • Olivier Van der Brempt & Christophe Boone & Arjen van Witteloostuijn & Annette van den Berg, 2017. "Toward a behavioural theory of cooperation between managers and employee representatives in works councils," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 38(2), pages 314-343, May.
    • Handle: RePEc:sae:ecoind:v:38:y:2017:i:2:p:314-343
    DOI: 10.1177/0143831X15578721
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