The role of physical space in labour–management cooperation: A microsociological study in Danish retail

Research output: Contribution to journal › Journal article › Research › peer-review

Standard

The role of physical space in labour–management cooperation : A microsociological study in Danish retail. / Ilsøe, Anna; Felbo-Kolding, Jonas.

In: Economic and Industrial Democracy, Vol. 41, No. 1, 04.03.2020, p. 145-166.

Research output: Contribution to journal › Journal article › Research › peer-review

Harvard

Ilsøe, A & Felbo-Kolding, J 2020, 'The role of physical space in labour–management cooperation: A microsociological study in Danish retail', Economic and Industrial Democracy, vol. 41, no. 1, pp. 145-166. https://doi.org/10.1177/0143831X17695440

APA

Ilsøe, A., & Felbo-Kolding, J. (2020). The role of physical space in labour–management cooperation: A microsociological study in Danish retail. Economic and Industrial Democracy, 41(1), 145-166. https://doi.org/10.1177/0143831X17695440

Vancouver

Ilsøe A, Felbo-Kolding J. The role of physical space in labour–management cooperation: A microsociological study in Danish retail. Economic and Industrial Democracy. 2020 Mar 4;41(1):145-166. https://doi.org/10.1177/0143831X17695440

Author

Ilsøe, Anna ; Felbo-Kolding, Jonas. / The role of physical space in labour–management cooperation : A microsociological study in Danish retail. In: Economic and Industrial Democracy. 2020 ; Vol. 41, No. 1. pp. 145-166.

Bibtex

@article{3ed8f5d1dcd74cdbb230d4197d558d6a,
title = "The role of physical space in labour–management cooperation: A microsociological study in Danish retail",
abstract = "Many studies on labour–management relations have focused on formal cooperation in manufacturing. This calls for further research and theory development on labour–management interactions in private service companies, where cooperation practices appear to be less formal. In this article, a typology of cooperation between managers and employees is developed, based on a microsociological study conducted in the Danish retail trade in 2013. Drawing on six indepth case studies, the article identifies four different physical spaces of labour–management cooperation: open collective, closed collective, open individual and closed individual. The article discusses the potential and limitations of the four spaces of cooperation for employee influence. ",
keywords = "Faculty of Social Sciences, cooperation, microsociology, retail, space, workplace",
author = "Anna Ils{\o}e and Jonas Felbo-Kolding",
year = "2020",
month = mar,
day = "4",
doi = "10.1177/0143831X17695440",
language = "English",
volume = "41",
pages = "145--166",
journal = "Economic and Industrial Democracy",
issn = "0143-831X",
publisher = "SAGE Publications",
number = "1",

}

RIS

TY - JOUR

T1 - The role of physical space in labour–management cooperation

T2 - A microsociological study in Danish retail

AU - Ilsøe, Anna

AU - Felbo-Kolding, Jonas

PY - 2020/3/4

Y1 - 2020/3/4

N2 - Many studies on labour–management relations have focused on formal cooperation in manufacturing. This calls for further research and theory development on labour–management interactions in private service companies, where cooperation practices appear to be less formal. In this article, a typology of cooperation between managers and employees is developed, based on a microsociological study conducted in the Danish retail trade in 2013. Drawing on six indepth case studies, the article identifies four different physical spaces of labour–management cooperation: open collective, closed collective, open individual and closed individual. The article discusses the potential and limitations of the four spaces of cooperation for employee influence.

AB - Many studies on labour–management relations have focused on formal cooperation in manufacturing. This calls for further research and theory development on labour–management interactions in private service companies, where cooperation practices appear to be less formal. In this article, a typology of cooperation between managers and employees is developed, based on a microsociological study conducted in the Danish retail trade in 2013. Drawing on six indepth case studies, the article identifies four different physical spaces of labour–management cooperation: open collective, closed collective, open individual and closed individual. The article discusses the potential and limitations of the four spaces of cooperation for employee influence.

KW - Faculty of Social Sciences

KW - cooperation

KW - microsociology

KW - retail

KW - space

KW - workplace

U2 - 10.1177/0143831X17695440

DO - 10.1177/0143831X17695440

M3 - Journal article

VL - 41

SP - 145

EP - 166

JO - Economic and Industrial Democracy

JF - Economic and Industrial Democracy

SN - 0143-831X

IS - 1

ER -

ID: 174496847