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Managing without the closed shop

By Stephen Dunn and Mike Wright


Using interview data from 1979 and 1990-91, this paper explores changing management attitudes and behaviour towards the closed shop. Now unlawful, the practice has declined dramatically from its 1979 peak. The extent and nature of this decline is discussed, together with perceived benefit and costs to managers as it disappears. The conclusion is that the managerial indifference which often accompanied the closed shop''s rise, now attends its fall

Topics: HD Industries. Land use. Labor
Publisher: Centre for Economic Performance, London School of Economics and Political Science
Year: 1993
OAI identifier: oai:eprints.lse.ac.uk:20996
Provided by: LSE Research Online
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