Assessing Employee Voice in Restructuring Processes against the Capability Approach. A Case Study in the Swiss Metal Sector

Jean-Michel Bonvin; Éric Moachon

doi:10.5771/0935-9915-2012-2-158

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 89–92 Titelei/Inhaltsverzeichnis 89–92
- 93–97 Editorial 93–97
- 98–118 Applying the Capability Approach Empirically: An Overview with Special Attention to Labor Ortrud Leßmann Ortrud Leßmann 98–118
- 119–139 What Does Flexicurity Have to Gain from the Capability-Approach? René Lehwess-Litzmann René Lehwess-Litzmann 119–139
- 140–157 Long-term Unemployment and the Capability Approach – The Case of the German Labor Market Michael Olejniczak Michael Olejniczak 140–157
- 158–172 Assessing Employee Voice in Restructuring Processes against the Capability Approach. A Case Study in the Swiss Metal Sector Jean-Michel Bonvin, Éric Moachon Jean-Michel Bonvin, Éric Moachon 158–172
- 173–190 Connecting Developments in Corporate Human Management Thinking to the Capability Approach as Used in International Development Research John Cameron, Abena Eyeson John Cameron, Abena Eyeson 173–190
- 191–216 Empowering People in the Business Frontline: The Ruggie’s Framework and the Capability Approach César G. Canton César G. Canton 191–216
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mrev management revue , Seite 158 - 172

Assessing Employee Voice in Restructuring Processes against the Capability Approach. A Case Study in the Swiss Metal Sector

Autoren

Jean-Michel Bonvin Éric Moachon

DOI
- doi.org/10.5771/0935-9915-2012-2-158
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

The paper focuses on the issue of employee voice during restructuring processes. The notion of “capability for voice” is mobilized to assess to what extent employees are able (and allowed) to express their viewpoints and make them count in the course of corporate restructurings. At first the prerequisites necessary for “capability for voice” to flourish are presented, then the notion is applied to a specific case study in the Swiss metal sector. The conclusions show that not all types of employee voice are allowed to flourish in the investigated case study, and point to the conditions to be fulfilled in order to increase the scope and effectiveness of such voice.
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