Union—Management Participation in Corporate Decision-Making

A Comparative Analysis of Codetermination in West Germany and the United States
  • Rolf E. Rogers
  • William Aussieker


Organizational effectiveness and the international competitiveness of U.S. firms have been related to different types of human resources strategies (Ferris, Schellenberg, & Zammuto, 1984; Snow & Miles, 1984; Odiorne, 1984). Labor relations and the union—management relationship have been largely ignored in the discussion on human resources strategies, but the need for change in U.S. union—management relations toward more cooperation and union or employee participation in corporate decision-making (codetermination) is supposedly suggested by the effectiveness of Japanese management techniques and other human resources strategies of successful U.S. multinationals (Ouchi, 1981; Peters & Waterman, 1982). Whereas some emphasize the “hard skills” of organizational learning and not soft skills or human resources strategies of Japanese management (Nonoka & Johansson, 1985), recent research shows more cooperation and codetermination in U.S. industrial relations (Capelli, 1983; Freedman & Fulmer, 1982; Kassalow, 1984), and in one quite recent study, a strong relationship between the union—management relationship and organizational effectiveness (Katz, Kochan, & Weber, 1985).


Collective Bargaining Industrial Relation Supervisory Board Work Council Corporate Board 
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Copyright information

© Springer Science+Business Media New York 1989

Authors and Affiliations

  • Rolf E. Rogers
    • 1
    • 2
  • William Aussieker
    • 1
  1. 1.Department of ManagementCalifornia Polytechnic State UniversitySan Luis ObispoUSA
  2. 2.Department of ManagementUniversity of HawaiiHonoluluUSA

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