[Niall Cullinane], Jimmy Donaghey, [Tony Dundon and Tony Dobbins]
The International Journal of Human Resource Management, 23, 2, 368–384

Abstract

Double-breasting has been identified as where companies run union voice and non-union voice mechanisms across different plants. While research has focused on the incidence of such arrangements, there is a dearth of evidence into the dynamics of it. This article seeks to complement existing research by examining the contours of double-breasting in a case study organisation. The findings suggest that more research is necessary into the dynamics of double-breasting in terms of how voice in sites affects each other and the extent to which running different regimes affects the managerial agenda.