The use of cycles? explaining employee involvement in the 1990s

Abstract

Drawing on evidence from twenty‐five case studies from different sectors and parts of the country, the authors challenge Ramsay's influential ‘cycles of control’ theory of participation as a managerial response to industrial relations pressures from below. Through a series of ‘ideal type’ scenarios, they indicate the range of management motives behind the new ‘wave’ of employee involvement schemes.