Overview
Aims and objectives
The proposition underlying this CMI-funded project, which was completed in the course of 2003, was that while the nature of work and the workforce have changed dramatically over the past decade, the institutions governing work and employment are based on models of the past: an industrial model of the economy, a male breadwinner model of the labour force and family structure, and a norm of shareholder primacy in corporate governance. The result of this mismatch has created and is sustaining an unacceptable gap between the winners and losers in today’s labour markets and holding back the innovative capacity of many firms and organisations.
Results and dissemination
The project has focused on emerging forms of partnership at work, family-friendly employment policies and inclusive corporate governance practices which are addressing the need for a new architecture of employment institutions in America and Britain. It has directly addressed the link between institutions, competitiveness and productivity which is a central concern of CMI through collaborative research and widespread dissemination of findings, and has provided for the adaptation to the needs of British users of a teaching module developed initially at MIT. It has also supported the production of a video film on the subject of Partnership and Profit by Brian Ashbee, Peter Cook and Monika Koeck of the Cambridge Moving Image Studio (CUMIS), University of Cambridge.
Output
Books
Deakin, S. (2004) Renewing Labour Market Institutions (Geneva: ILO).
Journal articles
Armour, J., Deakin, S. and Konzelmann, S. (2003) ‘Shareholder primacy and the trajectory of UK corporate governance’, British Journal of Industrial Relations, 41: 531-555.
Deakin, S. and Konzelmann, S. (2004) ‘Learning from Enron’ Corporate Governance: an International Review, 12: 134-142.
Deakin, S. (2003) ‘Enterprise-risk: the juridical nature of the firm revisited’, Industrial Law Journal, 32: 97-113.
Deakin, S., Hobbs, R., Konzelmann, S. and Wilkinson, F. (2002) ‘Partnership, ownership and control: the impact of corporate governance on employment relations’ Employee Relations, 24(3): 335-352.
Deakin, S. and Konzelmann, S. (2003) ‘After Enron: an age of enlightenment?’ Organization, 10: 583-587.
Deakin, S., Hobbs, R., Konzelmann, S. and Wilkinson, F. (2002) ‘Partnership, ownership and control: the impact of corporate governance on employment relations’, Employee Relations, 24(3): 335-352.
Deakin, S., Hobbs, R., Konzelmann, S. and Wilkinson, F. (2002) ‘Reconciling shareholder value and corporate social responsibility: the role of regulation’ New Academy Review, 1(1): 68-78.
Kochan, T. (2002) ‘Addressing the crisis in confidence in corporations: root causes, victims, and strategies for reform’ Academy of Management Executive, 16: 139-141.
Konzelmann, S. (2003) ‘Markets, corporate governance and creative work systems: the case of Ferodyn’, The Journal of Interdisciplinary Research, 14: 139-158.
Konzelmann, S. (2002) ‘Can real partnership survive?’ The Federation News. 52, no. 1, Spring: 10-12.
Konzelmann, S. (2002) ‘Institutional transplant and American corporate governance: the case of Ferodyn.’ Institute of Chartered Financial Analysts of India Journal on Corporate Governance. Forthcoming 2003.
Konzelmann, S., Forrant, R. and Wilkinson, F. (2002) ‘Work systems, corporate strategy and global markets: creative shop floors or a “barge mentality”?’ Industrial Relations Journal forthcoming.
Book chapters
Deakin, S., Hobbs, R., Konzelmann, S. and Wilkinson, F. (2004) ‘Working corporations: corporate governance and innovation in labour-management partnerships in Britain’, in M. Martinez-Lucio and M. Stuart (eds.) Partnership and Modernisation in Employment Relations (London: Routledge), 63-82.
Deakin, S., Hobbs, R., Nash, D. and Slinger, G. (2003) ‘Implicit contracts, takeovers, and corporate governance: in the shadow of the City Code’ forthcoming in Campbell, D. and Collins, H. (eds) Implicit Dimensions of Contract (Oxford: Hart).
Konzelmann, S. and Forrant, R. (2002) ‘Creative work systems in destructive markets’, in B. Burchell, S. Deakin, J. Michie and J. Rubery (eds.) Systems of Production: Markets, Organisations and Performance (London: Routledge).
Konzelmann, S., and Wilkinson, F. (2002) ‘The economic case for a Workers’ Charter’, in K. Ewing, and J. Hendy (eds.) A Charter of Workers’ Rights. (London: Institute of Employment Rights).
Working papers
Browne, J. and Deakin, S. (2002) ‘Humanising shareholder value? Corporate Governance and the work-life balance’ mimeo. Konzelmann, S (2002) Institutional Transplant and American Corporate Governance: the case of Ferodyn. CBR Working Paper No. 231.
Deakin, S., and Konzelmann, S. (2003) ‘Learning from Enron’ Centre for Business Research Working Paper No. 274.
Deakin, S., Hobbs, R., Nash, D. and Slinger, G. (2002) ‘Implicit contracts, takeovers and corporate governance: in the shadow of the City Code’, Centre for Business Research Working Paper No. 254.
Konzelmann, S., Hudson, M. and Wilkinson, F. (2002) Partnerships in Practice. CBR Working Paper No. 239.
News
17 October 2003: Learning from Enron; what makes entrepreneurs tick; and the saga of Britain’s managerial skills shortage
27 February 2003: Modernising Employment – An Open Seminar
17 June 2002: Tacking the work-life balance