Partnership and process in the maritime construction industry

Abstract

The authors provide a case study of a partnership agreement in the Tyneside maritime construction industry. They focus on the role of trade unions and the complex tensions that emerge between regional and local officials and workplace representatives. They argue that agreements can only be understood within the context of existing employee relations structures. Their conclusion suggests that the agreement had little impact on a “branch plant” of a national company and that it was often received with hostility and little commitment. As a consequence the partnership became a symbolic agreement with potential significance for external customers but no role in shaping workplace employee relations.

Citation

McBride, J. and Stirling, J. (2002), "Partnership and process in the maritime construction industry", Employee Relations, Vol. 24 No. 3, pp. 290-304. https://doi.org/10.1108/01425450210428453