Abstract
In this article, the author takes to task those who use the indicator of “strike activity” to measure the state of industrial relations. The case study is specifically that of the United Kingdom, but it has applications elsewhere as well. When this is done, and when it is pointed out that such a measure ignores complexities like the distribution curve of strikes and the qualitative gains from negotiations, it becomes clear that strike-prone British industry is a chimera. Nonetheless, Marchington warns against complacency. Even techniques of increased employee involvement and workplace flexibility, like briefing committees and quality circles, may not bring equal benefits to employers and employees.
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