Solidarität Über Grenzen 2011
DOI: 10.5771/9783845269474-109
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Transnationale Solidarität auf betrieblicher Ebene: Utopie oder Realität? Der Europäische Betriebsrat bei General Motors Europe

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Cited by 5 publications
(4 citation statements)
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“…Following this line of reasoning, unions may be able to overcome the collective action problem because of special incentives and support at national and transnational level that make certain forms of cooperation plausible. The relevant literature in the automobile industry identifies the following incentives that were found to support the cost–benefit considerations in favour of transnational collective action: transnationalisation of business activities, management strategies of coercive cost-comparisons and inter-plant competition within multinational companies, the EWC Directive, European and Global Framework Agreements and existing transnational networks of European and World Works Councils (Anner et al, 2006; Bernaciak, 2010; Dehnen and Rampeltshammer, 2011). In her investigation of GME in Germany and Poland, Bernaciak (2010, 2013) found evidence that supports her rational choice based assumptions of trade union interests and behaviour.…”
Section: Literature Reviewmentioning
confidence: 99%
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“…Following this line of reasoning, unions may be able to overcome the collective action problem because of special incentives and support at national and transnational level that make certain forms of cooperation plausible. The relevant literature in the automobile industry identifies the following incentives that were found to support the cost–benefit considerations in favour of transnational collective action: transnationalisation of business activities, management strategies of coercive cost-comparisons and inter-plant competition within multinational companies, the EWC Directive, European and Global Framework Agreements and existing transnational networks of European and World Works Councils (Anner et al, 2006; Bernaciak, 2010; Dehnen and Rampeltshammer, 2011). In her investigation of GME in Germany and Poland, Bernaciak (2010, 2013) found evidence that supports her rational choice based assumptions of trade union interests and behaviour.…”
Section: Literature Reviewmentioning
confidence: 99%
“…In the years after the establishment of the EEF management was rather hostile towards organised labour (e.g. Dehnen and Rampeltshammer, 2011). An example is that GM management did not always comply with the principles set down in the EFAs such as informing the EWC about planned restructuring and refraining from plant closures and compulsory redundancies.…”
Section: Two Cases Of Labour Transnationalism: Gm/opel and Volkswagenmentioning
confidence: 99%
“…Less attention has been paid to sectors featuring delayed internationalisation and late transnational corporate concentration. Our analysis thus broadens the lens to other industries, thereby contributing to the existing literature on the practical implementation of European TCAs, industrial democracy and labour-organising at European level (Dehnen and Rampeltshammer, 2011; Greer and Hauptmeier, 2012; Whittall et al, 2017).…”
Section: Introductionmentioning
confidence: 88%
“…GME management reacted to the crisis with various adaptations and restructuring programmes, notably closing the Azambuja plant in 2006, outsourcing its own component supplier Delphi and a joint venture with Fiat. Other cost-cutting measures were taken to reduce labour costs: the main strategy has been to encourage direct competition between production locations (Dehnen and Rampeltshammer, 2011).…”
Section: Gme and The Eefmentioning
confidence: 99%