It has long been argued that equality of opportunity brings business benefits and that it is in employers' interest to implement policy to promote equality of opportunity. Our analysis of the Workplace Employment Relations Survey 2004 found neither large and widespread business benefits, nor large and widespread costs associated with Equal Opportunities policies amongst the establishments that implement these. Given the net benefits to society of equal opportunities policies, this suggests that public and private benefits are likely to differ substantially and points to the need for policy intervention.

The present article discusses whether the strengthening of the regulation-sceptical actors during the 2000s has affected the scope and content of EU-level regulation in two work-and-employment-related areas, and the role coalitions have played in the decision-making processes. In the employee involvement area, the pro-regulation forces still appeared able to get new regulation adopted and to prevent unwanted regulation from being adopted. In the employment policy area, a few examples of successful attempts by the regulation-sceptical actors to slow down Social Europe were found, but these were fewer than could be expected. One explanation for this relatively weak impact might be that the Commission's search for legitimacy in order to be re-elected functions as an ‘automatic stabiliser’. Contrary to studies of previous processes, no solid coalitions were found in any of the cases analysed, although several actors took positions as expected.

This article clarifies the ongoing debate over the key factors underpinning cooperative relations between management and trade unions by drawing on the once-off and repeated prisoner's dilemma models. It argues that the lower the risk to achieve a ‘win-win’ outcome and the longer the time horizon for workplace partnership, the more likely is for the two parties to cooperate.

In 2008, the collective agreement of the Finnish paper industry was significantly rewritten. This case study analyses the influence of internal factions on the capability of the Finnish Paper Workers' Union to shift to a strategy of partnership. It is shown that resistance to change was especially strong with longer-serving shop stewards, and the strong division into factions implies limits to the extent of partnership in the Finnish paper industry.

Wage claims have been an important feature of British industrial relations during the postwar period. They help set the boundaries within which wage negotiations take place and provide an insight into the conduct of negotiations, especially during periods of change in industrial relations. Despite this, claims remain an underinvestigated area. This article provides a unique investigation of the dimensions of wage claims over a period of free collective bargaining. The number of wage claims declined along with unionisation but, over a period of economic turbulence, the conduct of British wage setting began to change. We examine data on claims and investigate the influences on changes in those claims over time. We find that external factors (inflation, unemployment and legislative control of unions) were more prominent in shaping the development of claims than changes in the composition of groups who continued to post claims.

There has been a growing interest in how multinational corporations transfer various management practices from one country to another. The positions vary from an extreme where all practices will become globally standardised; to claims that the local context will be a decisive factor. In this article, the research question is why an MNC would want to transfer the partnership practice and what the key elements to success might be. As pointed to, partnership is a part of the company's business system, the way they are used to operating. Also important is that the risk of failing in terms of technological issues was important, and thus commitment and cooperation are crucial. Success can be understood by their effort to reduce the institutional distance as much as possible, including the choice of location, hiring policy emphasis on education and training, the strategy of building strong connections to the senior shop steward.