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Emerging union–management partnership in Chilean firms: particularities and limitations

Emerging union–management partnership in Chilean firms: particularities and limitations The article explains why some Chilean companies have implemented a partnership strategy with trade unions, in a national context broadly described as unfavorable to such approach. Moreover, it discusses the shape and limits of this strategy.Design/methodology/approachThe argument draws on a case study conducted between 2016 and 2018 in three large companies. Human resources managers, line managers and union officers were interviewed in each of these companies, and internal and administrative documentation were analyzed.FindingsThe article demonstrates that the management’s partnership strategy in the studied companies has emerged to contain the union revitalization. Additionally, it suggests this strategy has not favored trust-based relationships that guarantee long-term mutual gains for employees and companies. The article identifies some factors that explain this situation: the regulation, the economic uncertainty and the absence of a pluralist management perspective.Originality/valueThe article has the value of providing empirical evidence on union–management partnership, a topic that has gained strategic importance for large Chilean companies but remains unexplored in the mainstream the human resources management literature. The article also contributes to underscore the theoretical relevance of political and cultural variables in explaining management strategies and their results. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Academia Revista Latinoamericana de Administración Emerald Publishing

Emerging union–management partnership in Chilean firms: particularities and limitations

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References (33)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1012-8255
DOI
10.1108/arla-05-2020-0125
Publisher site
See Article on Publisher Site

Abstract

The article explains why some Chilean companies have implemented a partnership strategy with trade unions, in a national context broadly described as unfavorable to such approach. Moreover, it discusses the shape and limits of this strategy.Design/methodology/approachThe argument draws on a case study conducted between 2016 and 2018 in three large companies. Human resources managers, line managers and union officers were interviewed in each of these companies, and internal and administrative documentation were analyzed.FindingsThe article demonstrates that the management’s partnership strategy in the studied companies has emerged to contain the union revitalization. Additionally, it suggests this strategy has not favored trust-based relationships that guarantee long-term mutual gains for employees and companies. The article identifies some factors that explain this situation: the regulation, the economic uncertainty and the absence of a pluralist management perspective.Originality/valueThe article has the value of providing empirical evidence on union–management partnership, a topic that has gained strategic importance for large Chilean companies but remains unexplored in the mainstream the human resources management literature. The article also contributes to underscore the theoretical relevance of political and cultural variables in explaining management strategies and their results.

Journal

Academia Revista Latinoamericana de Administración – Emerald Publishing

Published: Oct 20, 2021

Keywords: Chile; Partnership; Industrial relations; HRM; Trade unions; Chile; colaboración, relaciones laborales; sindicatos; gestión

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