We describe the nature, scope and effects of various non-mandated participatory work practices in Japan, the U.S. and Europe through the lens of complementarity in organizations. Specifically, rather than treating each work practice in isolation, we consider it an element of HIWS (High...

This chapter describes the nature, scope and effects of various non-mandated participatory work practices in Japan, the U.S. and Europe through the lens of organizational complementarity theory. Specifically, rather than being treated in isolation, each work practice is considered an element of...

I estimate a structural model of teams, autonomy, and financial performance, using a cross section of British establishments. My findings suggest that team production improves financial performance for the typical establishment but that autonomous teams do no better than closely supervised or...

Participative management, which appeared during the fifties, seems to bring a new hope and appears today not only as the energy mobilization vector of firms, but also as the key to a better social organization previously endangered by the industrial revolution. Perceived as the entity best...

This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation, we find evidence of a democratic deficit...