Despite the centrality of Company Councils for Japanese firms in the UK, empirical data on their evolution is rare. In this article consultation methods used by a Japanese manufacturing transplant are analysed using a longitudinal approach. The findings suggest that the development of a ‘consensus culture’ proved to be highly problematic for employees, shop stewards, local managers and Japanese staff, especially at the consultation‐bargaining interface.
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Geoffrey Broad (1994) studied this question.
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