Idealism and the applied relevance of research on employee participation

Academic research on employee participation has lost some of the radicalism and commitment to progressive practice that was evident through much of the 20th century, becoming more detached and coldly evaluative. While idealistic concerns are still apparent in the regular condemnation of inauthentic participation, the focus of scholarly activity is largely restricted to analysis and explanation, without following through to an explicit logic of practice. Recalling how value commitments influenced the work of earlier generations of theorist practitioners, this article aims to reinvigorate debate about role definitions and the scope of academic contributions. By engaging with recent, though rare, examples of practically focused output in the traditions of socio-technical systems thinking and critical management studies, it argues for a grounded idealism that anchors applied research to local rather than `top driven' insights and priorities.