Chapter 1 Developing Positive Employment Relations: International Experiences of Labour–Management Partnership

Chapter 2 Trojan Horse or Tactic? The Case for Partnership

Chapter 3 Why Partnership Cannot Work and Why Militant Alternatives Can: Historical and Contemporary Evidence

Chapter 4 Participation and Partnership in the UK: Progress and Prospects

Chapter 5 Workplace Partnership in Ireland: Irreconcilable Tensions Between an ‘Irish Third Way’ of Voluntary Mutuality and Neoliberalism

Chapter 6 Labour–Management Partnership in the USA: Islands of Success in a Hostile Context

Chapter 7 Evaluating Social Partnership in the Australian Context

Chapter 8 Battling in a Bleak Environment: The New Zealand Context for Partnership

Chapter 9 A Partial Partnership?The Contradictions of Cooperation at PowerCo

Chapter 10 Workplace Cooperation at Aughinish Alumina

Chapter 11 The Kaiser Permanente Labour–Management Partnership: 1997–2013

Chapter 13 Partnership in Practice in New Zealand: Improving Productivity in Fonterra’s Whareroa Site