'To hell with it': a case study examination of organisational trustworthiness, and dependent stakeholder-organisation relations in the Milaki plant

This paper investigates trust worthiness and dependent stakeholder relations with a contextualised case-study of the Milaki plant in Greece, owned and operated by a multinational concrete aggregates firm. We investigate the opinions of community stakeholders concerning operational decisions made by the case-study firm in multiple challenging contexts (e.g. the Greek economic recession). We focus on the community stakeholder with regard to trustworthiness of the firm i.e. ability, integrity and benevolence (Mayer et al., 1995). With this novel emphasis on the dependent (less powerful) stakeholder of the local community, we can make a contribution by bringing together the stakeholder literature with the literature on trust (Greenwood and Van Buren, 2010). How organisational trustworthiness unfolds in the organisation-stakeholder relationship is under-researched, especially in challenging contexts. This focus enables us to shed light upon how decisions perceived as ethically questionable by the community, and which potentially breach trust, change the dynamic of dependent-stakeholder to organisation relationship. The imp act of this change and the subsequent implications of it for the stakeholder-organisation relationship will be explored in the full paper

Informalization in gig food delivery in the UK: the case of hyper flexible and precarious work

This article examines the process of informalization of work in platform food delivery work in the UK. Drawing on qualitative data, this article provides new analytical insight into what drives individual formal couriers to both supply and demand informalized sub-contracted gig work to undocumented migrants, and how a platform company enables informal work practices through permissive HR practices and technology. In doing so, this article shows how platform companies are enablers of informal labor markets and contribute to the expansion of hyper-precarious working conditions

Informalization in gig food delivery in the UK: the case of hyper flexible and precarious work

This article examines the process of informalization of work in platform food delivery work in the UK. Drawing on qualitative data, this article provides new analytical insight into what drives individual formal couriers to both supply and demand informalized sub-contracted gig work to undocumented migrants, and how a platform company enables informal work practices through permissive HR practices and technology. In doing so, this article shows how platform companies are enablers of informal labor markets and contribute to the expansion of hyper-precarious working conditions

'All for one and one for all': line managers might be the catalyst but 'everyone's responsible' for employee engagement

Issues of employee engagement have traditionally landed at the door of HR, tasked with undertaking annual employee engagement surveys and responding with initiatives devolved to line managers. However, recent research conducted on behalf of Engage for Success has highlighted that engagement is everyone's responsibility. Improving levels of engagement requires a series of roles fulfilled by all stakeholders in the organisation: from senior management to front-line staff. Employee engagement is a two-way process and is not something that HR, or line managers, can change in isolation. To coin a well-known phrase, when it comes to employee engagement, it is 'all for one and one for all'