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date: 23 October 2020

Abstract and Keywords

This chapter evaluates dichotomous understandings of managerial practice, highlights the extent to which firms combine different forms of employee representation, control, and tenure, and explores the foundations of this ‘hybridization’. Institutional approaches are a key component of recent theoretical developments dealing with the systemic diversity of managerial practices. Making sense of hybridization requires an explicit focus on the articulation of scales of governance, locating managerial practices in terms of wider patterns of uneven development and the forms of conflict and accommodation at various scales. The path-dependency of the processes of labour regulation—stemming from their rootedness in diverse contexts, their co-evolution with opposing modes of coordination, and their (partially) regularized forms of articulation and institutionalization—suggests that they are conjuncturally specific phenomena, which only coalesce under certain spatio-temporal conditions, and that a determinate variegation is one of their necessary and persistent features.

Keywords: institutions, management strategies, HRM, conflict, governance

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