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dc.contributor.authorKandathil, George
dc.date.accessioned2015-05-28T08:03:20Z
dc.date.available2015-05-28T08:03:20Z
dc.date.issued2013
dc.identifier.urihttp://hdl.handle.net/11718/13691
dc.description.abstractThis study will explore employee involvement (EI) and its variations in creating a worker cooperative (and sustaining it) from a family business that went bankrupt and hence deserted by the owners. Using an in-depth longitudinal qualitative study and face-to-face structured interviews, the study examines how variation in the involvement of three key actors—workers, unions, and staff—in three organizational change efforts came about; changes in disciplinary processes, the institution and working of a plant level consultative committee, and changes in workload. The study also addresses how worker cooperatives, and perhaps formal business organizations at large, can sustain high level of EI in organizational change.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management, Ahmedabaden_US
dc.subjectEmployee Participationen_US
dc.titleContradictions of Employee Participation in Worker Cooperativesen_US
dc.typeArticleen_US


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