Alan Fox and the managerial “unitary” frame of reference in unionised companies: context, roots, elaboration and international applicability

Lyddon, Dave; Cao, Xuebing

Abstract

Purpose
This study investigates the origins and elaboration of the managerial “unitary” frame of reference associated with Alan Fox, focusing on unionised firms: the industrial relations context, intellectual roots, elaboration, adaptation by other writers, and international applicability.

Design/methodology/approach
Tracing the above requirements through contemporaneous sources.

Findings
Fox’s designation of the unitary frame needs to be understood in its 1960s’ context, particularly the promotion of “productivity bargaining”, and its furthering through management training and education. Fox’s specific contribution is identified. Subsequent UK writers have underplayed the importance of the legal dimension of managerial authority, especially relevant in the US context, while other extra-economic factors bolster the managerial unitary frame in authoritarian societies such as China.

Originality/value
The use of Fox's neglected 1960s’ writings; tracking how Fox developed the unitary frame concept and how it was funnelled into the narrow parameters of non-unionism by subsequent writers; identifying its applicability beyond the UK (with the USA as a historical example and China as a contemporary one).

• Journal Article Type: Article
• Acceptance Date: Mar 17, 2024
• Online Publication Date: Apr 18, 2024
• Publication Date: Apr 18, 2024
• Deposit Date: Apr 17, 2024
• Publicly Available Date: Apr 19, 2024
• Journal: Employee Relations
• Print ISSN: 0142-5455
• Electronic ISSN: 0142-5455
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• DOI: https://doi.org/10.1108/ER-09-2023-0486
• Keywords: Industrial relations; Frames of reference; Unitary; Right to manage; Productivity bargaining; UK; USA; China