Decentralisation of Collective Bargaining in the Retail Sector

  1. Valentina Paolucci 1
  2. Jan Czarzasty 4
  3. Ana Belén Muñoz Ruiz 3
  4. Nuria Ramos Martín 2
  1. 1 National University of Ireland, Maynooth
    info
    National University of Ireland, Maynooth

    Maynooth, Irlanda

    ROR https://ror.org/048nfjm95

    Geographic location of the organization National University of Ireland, Maynooth
  2. 2 University of Amsterdam
    info
    University of Amsterdam

    Ámsterdam, Holanda

    ROR https://ror.org/04dkp9463

    Geographic location of the organization University of Amsterdam
  3. 3 Universidad Carlos III de Madrid
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    Universidad Carlos III de Madrid

    Madrid, España

    ROR https://ror.org/03ths8210

    Geographic location of the organization Universidad Carlos III de Madrid
  4. 4 Warsaw School of Economics
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    Warsaw School of Economics

    Varsovia, Polonia

    ROR https://ror.org/032cph770

    Geographic location of the organization Warsaw School of Economics
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Book:
Pathways in Decentralised Collective Bargaining in Europe

Publisher: Amsterdam University Press

ISBN: 978-90-4856-023-3,  978-90-4856-024-0

Year of publication: 2023

Pages: 113-142

Type: Book Chapter

Sustainable development goals

info

SDG classification obtained using Aurora SDG artificial intelligence model.

Abstract

This chapter shows that traditional industrial relations classifications, basedon national institutional features, have become sector-specific. Companycase studies indicate that in retailing, which is characterised by generallypoor working conditions, market structures and company characteristicstend to condition unions’ capacity to engage in collective bargaining. Onlyin Sweden, where the institutional framework continues to provide a significant degree of procedural security through coordinating mechanisms,have unions been able to retain control over the decentralisation processand to play an important role at the company level. Nevertheless, in large,often internationalised companies, unions that are proactive and willingto mobilise their organisational resources, as demonstrated by Irish andGerman cases, are still able to make a positive difference for workers.