Widening the lens: a structuration theory perspective on European works councils and transnational labour relations
本文提出一个结构化理论框架，分析欧洲劳资联合委员会的实践，涵盖跨国公司内外部多层级行动者的互动，并用丰田和通用汽车的案例说明，帮助研究者理解跨国劳资关系的复杂性。
Abstract This article outlines a concept for analysing practices of European works councils. Much previous research has focused its attention merely on a single institution or actor, for instance the European works council, transnational agreements or trade union federations. However, previous research in the field suggests that transnational labour relations often involve many actors on different levels inside and outside an MNC who interact, refer to different cultural patterns and draw power to act from various sources. To cover those processes, a structuration theory framework is developed that models different ‘action fields’, which actors refer to in their social practices of cross‐border employee representation. The framework is illustrated with case studies of Toyota and General Motors. The benefits and limitations of the new perspective are discussed with reference to previous accounts.