Suchergebnisse

There has been considerable discussion regarding the regulation of platform-mediated forms of work, yet less attention has been paid to the actual impact of regulations already enacted. In this brief analysis, I examine the cases of Spain and Chile, policy benchmarks in their respective regions. While Spain has introduced a presumption of employment, Chile's legislation leaves this point open but implicitly encourages classifying workers as self-employed. Nevertheless, both countries have encountered significant complications in implementing these laws, stemming either from the narrow scope of the legislation or from corporate strategies aimed at circumventing it, leading to ever more fragmented and prolonged regulatory battles. Looking ahead, trade unions and workers' organisations should engage more strategically in the regulatory conflict, considering the enforcement problems emerging and, more importantly, preventing regulation from concealing the radical potential of these movements against precarious work more generally.

PurposeThe article explains why some Chilean companies have implemented a partnership strategy with trade unions, in a national context broadly described as unfavorable to such approach. Moreover, it discusses the shape and limits of this strategy.Design/methodology/approachThe argument draws on a case study conducted between 2016 and 2018 in three large companies. Human resources managers, line managers and union officers were interviewed in each of these companies, and internal and administrative documentation were analyzed.FindingsThe article demonstrates that the management's partnership strategy in the studied companies has emerged to contain the union revitalization. Additionally, it suggests this strategy has not favored trust-based relationships that guarantee long-term mutual gains for employees and companies. The article identifies some factors that explain this situation: the regulation, the economic uncertainty and the absence of a pluralist management perspective.Originality/valueThe article has the value of providing empirical evidence on union–management partnership, a topic that has gained strategic importance for large Chilean companies but remains unexplored in the mainstream the human resources management literature. The article also contributes to underscore the theoretical relevance of political and cultural variables in explaining management strategies and their results.

Labour process approaches have extensively documented the impact of digitalisation and remote work on managerial control, though the role of managers has been less explored. This article fills that gap in the extant literature by examining how adopting remote work affects managerial compliance with corporate goals. Particularly, it shows that this development entails a process of de-institutionalisation and re-institutionalisation of the control regime operating over lower-level managers to act on behalf of companies. These processes are driven by corporate decisions but also by the managers' attempts to negotiate this regime. Overall, the article claims the need to study managers as agents rather than as a mere extension of the management function or passive subjects of corporate restructurings. The arguments are based on a study conducted in a multinational mining company operating in Chile, which adopted a research-in-action approach and included interviews, document reviews and a survey of line managers.

ABSTRACTThis study delves into the nuances of women's leadership skills and tactics within Chilean unions, assessing their progress in gender equality bargaining following the 2017 quota reform for women union leaders. Focusing on banking, retail, and mining industries, it tackles internal and external equality dimensions, challenged by an evident power asymmetry between men and women and the foundations of a patriarchal system. Through qualitative, semi‐structured interviews with unionist women and experts, the research unveils the dynamic and instrumental use of leadership styles ("heroic" and "post‐heroic") employed by women to navigate these challenges. Activism, empowerment, knowledge acquisition, confrontation, and collaboration emerge as crucial components. The paper advocates for a holistic approach beyond quotas, emphasizing the need for sustained gender progress in Chilean unions. The comparative analysis enriches academic discourse, amplifying diverse women's leadership experiences and their impactful roles in challenging gender injustices and reshaping organizational culture.