This edited collection provides a series of accounts of workers' local experiences that reflect the ubiquity of work's digitalisation. Precarious gig economy workers ride bikes and drive taxis in China and Britain; call centre workers in India experience invasive tracking; warehouse workers discover that hidden data has been used for layoffs; and academic researchers see their labour obscured by a 'data foam' that does not benefit them. These cases are couched in historical accounts of identity and selfhood experiments seen in the Hawthorne experiments and the lineage of automation. This book will appeal to scholars in the Sociology of Work and Digital Labour Studies and anyone interested in learning about monitoring and surveillance, automation, the gig economy and the quantified self in the workplace.

The promotion of workplace partnership in the high performance workplace has become central to policy debates on the 'modernization' of employment relations in British industry. This book provides critical insights into the dynamics of partnership by way of in-depth case studies of employee experience in an under-researched industry noted for its high concentrations of skilled workers and graduates. Drawing on rich interview and questionnaire data, the authors highlight considerable conflicts of interest in the development of partnership that derive from the competitive capitalist environment in which management strategies operate.

This collection of country studies explores changing relationships between the state, employers and labour in an increasingly internationalized world economy. It covers ten countries and examines the tensions and contradictions caused by neo-liberal market agendas. The authors express concern at the potentially ravaging effects of market deregulation on organized labour and present a critical account of state efforts to emulate desired models of national economic development. While the central core of the book concerns itself with changing labor relations, this is placed within the wider context of state and employer strategy, and covers issues such as labour market segmentation, welfare and taxation regimes and varying approaches to corporatism.

This book makes a major contribution to the debate within the UK and abroad on the reality of workplace unionism in an era of change. Drawing on examples of union renewal, the authors present an historical overview, and compare the UK experience with contrasting international examples. It presents both qualitative and quantitative research to provide new and comprehensive evidence on trade union strategies.

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There is a developing crisis of social democratic trade unionism in Western Europe; this volume outlines the crisis and examines the emerging alternatives. The authors define 'social democratic trade unionism' and its associated party-union nexus and explain how this traditional model has been threatened by social democracy's accommodation to neo-liberal restructuring and public service reform. Examining the experience of Sweden, Germany, Britain and France, the volume explores the historical rise and fall of social democratic trade unionism in each of these countries and probes the policy and practice of the European Trade Union Confederation. The authors critically examine the possibilities for a revival of social democratic unionism in terms of strategic policy and identity, offering suggestions for an alternative, radicalized political unionism. The research value of the book is highlighted by its focus on contemporary developments and its authors' intimate knowledge of the chosen countries.

The promotion of workplace partnership in the high performance workplace has become central to policy debates on the 'modernization' of employment relations in British industry. This book provides critical insights into the dynamics of partnership by way of in-depth case studies of employee experience in an under-researched industry noted for its high concentrations of skilled workers and graduates. Drawing on rich interview and questionnaire data, the authors highlight considerable conflicts of interest in the development of partnership that derive from the competitive capitalist environment in which management strategies operate.