Abstract
This paper examines the English-language term ‘industrial goodwill’, which was introduced into industrial relations discourse by John R. Commons in his book Industrial Goodwill (1919). The paper then goes on to investigate the challenges resulting from the attempts to translate this concept into Italian, as no equivalent exists in the target language which fully captures its English meaning. More generally, this case study is used to highlight the relevance of language in comparative research. This is particularly true in industrial relations, as concepts in this domain are frequently culture and context specific.
Highlights
What Do We Mean by ‘Industrial Goodwill’?The overarching thesis Commons develops in his book Industrial Goodwill (1919) is that managers of business firms hold different perspectives or „theories‟ about the nature of the labour input they hire to work as employees (formal or informal) in their establishments
This paper examines the English-language term „industrial goodwill‟, which was introduced into industrial relations discourse by John R
The paper goes on to investigate the challenges resulting from the attempts to translate this concept into Italian, as no equivalent exists in the target language which fully captures its English meaning
Summary
The overarching thesis Commons develops in his book Industrial Goodwill (1919) is that managers of business firms hold different perspectives or „theories‟ about the nature of the labour input they hire to work as employees (formal or informal) in their establishments. Industrial goodwill is a reciprocated feeling of mutual regard and caring in the sense that the parties to the employment relationship regard themselves as committed partners who are willing to cooperatively work together, 2020, Vol 12, No 5 make joint sacrifices, and invest in the long-run success of the business for mutual gain and self-realization This transcendence gives rise to a perception of shared „unity of interest‟ (unitarism) between employer and employee, – as with even the best marriages – never a complete 100% integration. 2020, Vol 12, No 5 by cost-cutting actions, either forced on management by unforeseen events or poorly implemented and explained, which employees perceive as violating the sharing/caring psychological contract
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