Interpretations of management and modernisation at the UK R oyal M ail

Shifting boundaries and patterns of resistance

Bibliographic Data

ID11489882
AuthorsMartin Beirne (0000-0002-5159-1539, University of Glasgow, corresponding author)
Year2013
Volume28
Issue2
Pages116-129
Publication date2013-07-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueNew Technology Work and Employment (JOURNAL)
Journal identifiersISSN: 0268-1072 • E-ISSN: 1468-005X
PublisherWiley (PUBLISHER • GB)
DOI10.1111/ntwe.12009
OpenAlexW2103783847
LanguageEN
Citations received4
References cited16

This article develops a critical analysis of R oyal M ail modernisation, exploring interpretations and reactions among managers, workers and union representatives. By contrast with much of the published research on views and experiences of change at work, it concentrates on the interplay of employee and managerial identities, sensitivities and responses. The findings highlight tensions between and within management and labour, yet also point to shared meanings, cross‐boundary affinities and shifting patterns of allegiance that stimulated joint questioning, criticising and resisting behaviour. This was directed at the modernising agenda set by R oyal M ail executives and partnership ties between the company and the C ommunication W orkers U nion

Allegiance · Economics · General partnership · Management · Modernization theory · Political science · Public relations · Sociology · Emotional Labor in Professions · Employment and Welfare Studies · Engineering · Labor Movements and Unions · Law

Tools

Open DOISci-HubOpen Access