Can informal social relations help explain workers' reactions to managerial interventions? Some case evidence from a study of quality management.

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dc.contributor.authorGlover, Linda
dc.date.accessioned2011-09-01T16:15:45Z
dc.date.available2011-09-01T16:15:45Z
dc.date.issued2011
dc.identifier.citationGlover, L. (2011) Can informal social relations help explain workers' reactions to managerial interventions? Some case evidence from a study of quality management. Economic and Industrial Democracy, 32 (3), pp. 357-378en
dc.identifier.doihttps://doi.org/10.1177/0143831X10377810
dc.identifier.issn0143-831X
dc.identifier.urihttp://hdl.handle.net/2086/5185
dc.language.isoenen
dc.peerreviewedYesen
dc.publisherSageen
dc.researchgroupInternational and Comparative HRM
dc.researchgroupContemporary Work and Employment Relations
dc.titleCan informal social relations help explain workers' reactions to managerial interventions? Some case evidence from a study of quality management.en
dc.typeArticleen

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