Toward a behavioural theory of cooperation between managers and employee representatives in works councils
本文运用组织行为学理论，构建了管理层与职工代表在企业委员会中合作的行为框架，指出合作受意识形态、教育差异、程序公正和感知组织支持驱动，并通过比利时案例加以说明。
This article builds a comprehensive behavioural framework of cooperation between management and employee representatives in a works council setting. The authors do so by applying insights from organizational behaviour in the works council setting in the belief that this discipline’s long-standing research tradition on (work) group processes and outcomes may provide the necessary theoretical building blocks to unravel cooperation among managers and employee representatives. The authors’ framework suggests that cooperation is a complex phenomenon that is largely driven by the extent of ideological and educational differences between management and employee representatives, procedural justice and perceived organizational support. A series of case studies of Belgian works councils provide illustrations of this framework. The overall contribution of this article is a grounded and testable behavioural framework of how cooperation can develop between management and employee representatives in a works council context.