London School of Economics and Political Science. Centre for Economic Performance
Abstract
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
Is data on this page outdated, violates copyrights or anything else? Report the problem now and we will take corresponding actions after reviewing your request.