Ryan's (1994 )framework for understanding the essential components of workplace reform ties management notions of quality and continuous improvement- key 'drivers' in New Zealand business today- to union concerns about shared decision-making and joint responsibility between management and labour. The purpose of the present paper is to use a 'grounded theory' approach to further develop and illustrate that framework, drawing on a recent case study of workplace reform at BHP New Zealand Steel's Glenbrook plant between 1990 and 1994. Case study data on the company's Business Improvement Programme (BIP) shows what 'joint responsibility' actually means in terms of the development of business strategy and work practices built round quality on a day-to-day basis
