The collective bargaining of flexicurity: A case for sector‐level analysis? The Italian chemical and metalworking sectors compared
DOI | http://doi.org/10.1111/1748-8583.12255 |
Published date | 01 April 2020 |
Author | Manuela Galetto,Valentina Paolucci |
Date | 01 April 2020 |
REVIEW ARTICLE
The collective bargaining of flexicurity: A case for
sector-level analysis? The Italian chemical and
metalworking sectors compared
Valentina Paolucci
1
| Manuela Galetto
2
1
School of Business, University College
Dublin, Dublin, Ireland
2
Warwick Business School, University of
Warwick, Coventry, UK
Correspondence
Manuela Galetto, Warwick Business School,
University of Warwick, Coventry, UK.
Email: manuela.galetto@wbs.ac.uk
Abstract
Although employment relations in Europe have long been
seen as a factor of rigidity, limiting managerial discretion
and adaptability, in the last 30 years, they have witnessed a
trend towards decentralisation of collective bargaining and
negotiations increasingly centred on flexibility–security
trade-offs between employers and employees. Research on
the contribution of collective bargaining to the so-called
flexicurity has mostly focused on national-level institutional
arrangements. In this article, we contend that meso-level
differences need to feature more prominently in the debate.
Our comparison of two sectors in the same country
(chemicals and metalworking in Italy) shows that decentrali-
sation has divergent effects on flexicurity issues depending
in particular on differences in market structures and on
depth of bargaining. The interplay between these two
factors affects what we refer to as procedural security, which
we view as important in ensuring sustainable trade-offs
between flexibility and security.
KEYWORDS
collective bargaining, employment relations, flexicurity, joint
regulation
1|INTRODUCTION
Research into work and employment has increasingly explored the interplay between macrolevel dynamics and
organisational practices. For example, recent studies of national systems have sought to explore the extent to which
Received: 15 January 2019 Revised: 4 June 2019 Accepted: 15 July 2019
DOI: 10.1111/1748-8583.12255
Hum Resour Manag J. 2019;1–15. wileyonlinelibrary.com/journal/hrmj © 2019 John Wiley & Sons Ltd 1
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