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dc.contributor.authorCullinane, Niallen
dc.contributor.authorDonaghey, Jimmyen
dc.contributor.authorDundon, Tonyen
dc.contributor.authorDobbins, Tonyen
dc.date.accessioned2011-08-10T12:21:08Zen
dc.date.available2011-08-10T12:21:08Zen
dc.date.issued2011en
dc.identifier.urihttp://hdl.handle.net/10379/2110en
dc.identifier.urihttp://hdl.handle.net/10379/2117en
dc.description.abstractDouble-breasting has been identified as where companies run union voice and non-union voice mechanisms across different plants. While research has focused on the incidence of such arrangements, there is a dearth of evidence into the dynamics of it. This article seeks to complement existing research by examining the contours of double-breasting in a case study organisation. The findings suggest more research is necessary into the dynamics of double-breasting in terms of how voice in sites affects each other and the extent to which running different regimes affects the managerial agenda.en
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherInternational Journal of Human Resource Managementen
dc.subjectEmployee voiceen
dc.subjectDouble-breastingen
dc.subjectUnion representationen
dc.subjectNon-union employee representation (NER)en
dc.subjectManagementen
dc.subjectJ. E. Cairnes School of Business & Economicsen
dc.titleDifferent rooms, different voices: Double-breasting, multi-channel representation and the managerial agendaen
dc.typeArticleen
dc.description.peer-reviewedpeer-revieweden
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