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Why Partnership Cannot Work and Why Militant Alternatives Can: Historical and Contemporary Evidence

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Developing Positive Employment Relations

Abstract

Approaching 20 years have passed since the election of Tony Blair’s New Labour government in 1997. One of that government’s more salient employment policy initiatives was the promotion of workplace partnership as a key component of its drive to ‘modernise’ workplace relations. This development generated intense academic interest, both supportive and critical, in the potential of partnership to re-shape traditions of low-trust, adversarial industrial relations in the UK.

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Author information

Authors and Affiliations

  1. School of Management, University of Leicester, Leicester, UK

    Andrew Danford & Mike Richardson

Authors
  1. Andrew Danford
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  2. Mike Richardson
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Editor information

Editors and Affiliations

  1. Newcastle University Business School, Newcastle University, Newcastle Upon Tyne, United Kingdom

    Stewart Johnstone

  2. Griffith University, Nathan, Queensland, Australia

    Adrian Wilkinson

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© 2016 The Editor(s) (if applicable) and The Author(s)

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Danford, A., Richardson, M. (2016). Why Partnership Cannot Work and Why Militant Alternatives Can: Historical and Contemporary Evidence. In: Johnstone, S., Wilkinson, A. (eds) Developing Positive Employment Relations. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-42772-4_3

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