The position of Dutch works councils in multinational corporations / / Marcus Meyer

• Record Nr.: UNINA9910793974403321
• Autore: Meyer Marcus <1989->
• Pubbl/distr/stampa: The Hague, The Netherlands : , : Eleven International Publishing, , [2018]; ©2018
• ISBN: 94-6274-872-1
• Edizione: [First edition.]
• Descrizione fisica: 1 online resource (512 pages)
• Collana: Maastricht law series ; ; 3
• Disciplina: 341.242209492
• Soggetti: Works councils - Law and legislation - Netherlands
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Nota di bibliografia: Includes bibliographical references (pages 381-402).
• Nota di contenuto: Intro -- Table of Contents -- Acknowledgements -- Chapter I: Introduction -- 1 Background of the study -- 2 Relevance of the study -- 3 Research objective -- 4 Research approach -- 5 Structure of the study -- 6 Transparency disclosure -- Chapter II: Methodology -- 1 Introduction -- 1.1 Conceptualisation and operationalisation -- 1.2 Empirical analysis -- 1.2.1 Quantitative analysis: online-questionnaire -- 1.2.1.1 Sampling -- 1.2.1.2 Pretesting -- 1.2.1.3 Representativeness of the questionnaire -- 1.2.1.4 Validity and reliability of the sample -- 1.2.1.5 Scope of the Dutch works councils included in the sample -- 1.2.1.6 Position of the individual respondents within heir works council -- 1.2.2 Qualitative analysis -- 1.2.2.1 Structure of the interviews -- 1.2.2.2 Ethical considerations -- 1.2.2.3 Validity and reliability -- 1.2.2.4 Analysis of the qualitative results in ATLAS.ti -- Chapter III: The Dutch legal framework -- 1 The Dutch legislative framework on employee participation -- 1.1 Introduction -- 1.1.1 Brief overview of the historical development of works councils in the Netherlands and Western Europe -- 1.1.2 Conceptualisation of employee participation -- 1.2 Forms of employee participation -- 1.3 The Dutch works council -- 1.4 Rights of the Dutch works council -- 1.4.1 Information rights of the Dutch works council -- 1.4.1.1 The Harrewijn Act of 2006 -- 1.4.1.2 The entrepreneur within the meaning of the WCA -- 1.4.2 Consultation rights of the Dutch ; works council -- 1.4.2.1 Article 25(1)(a) WCA -- 1.4.2.2 Article 25(1)(b) WCA -- 1.4.2.3 Article 25(1)(c) and (d) WCA -- 1.4.2.4 Article 25(1)(e) WCA -- 1.4.2.5 Article 25(1)(h) and (i) WCA -- 1.4.2.6 Article 25(1)(j) WCA -- 1.4.3 Consultation right on the appointment or dismissal of the management -- 1.4.4 Right to appeal pursuant to article 26 WCA.; 1.4.5 The right to speak at the general meeting of shareholders -- 1.4.6 The (possible) right of inquiry -- 1.4.6.1 Conclusion -- 1.4.7 Other rights of the Dutch works council and its members -- 1.4.7.1 The right to set up committees -- 1.4.7.2 The right to consult internal and external experts -- 1.4.7.3 The right of access to facilities of the undertaking -- 1.4.7.4 The right of access to training -- 1.4.7.5 Protection from unfair treatment resulting from the works council membership -- 1.4.7.6 Additional rights through covenants -- 1.5 Duties of the Dutch works council -- 1.5.1 The composition of the works council, elections and terms of office -- 1.5.2 The mode of decision-making in the works council -- 1.5.3 Duties regarding meetings with the management -- 1.5.4 Confidentiality -- 1.5.5 Other duties -- 2 The added value of works councils in multinational corporations -- 2.1 Less labour fluctuation -- 2.2 Enhanced trust -- 2.3 Greater labour productivity and incremental product innovation -- 2.4 Direct and indirect costs of employee representation -- 2.5 Concluding remarks -- 3 Multinational corporations: conceptualisation and analysis of specific characteristics -- 3.1 The notion of multinational corporations -- 3.2 The structure regime -- 3.2.1 Full application of the structure regime -- 3.2.2 Exemption from the structure regime -- 3.2.3 Partial application of the structure regime -- 3.2.4 Voluntary application of the structure regime -- 3.2.5 Conclusion -- 4 The concepts of attribution of an (intended) decision and co-entrepreneurship -- 4.1 The separate legal entity principle -- 4.2 Attribution of an (intended) decision - definition and criteria -- 4.2.1 The notion of the wholly-owned subsidiary and overwhelming control -- 4.2.2 The (intended) decision has to be implemented in the subsidiary -- 4.2.3 The weighing of all interests at stake.; 4.2.4 The notion of sufficient leeway of the subsidiary and the effet utile of employee participation -- 4.2.5 The tangibility of an (intended) decision -- 4.2.6 Personal union of the management(s) -- 4.2.7 Attribution in the case of share transactions -- 4.2.8 Conclusion - the criteria necessary for an application of the technique of attribution of an (intended) decision -- 4.3 Co-entrepreneurship - definition and criteria -- 4.3.1 Direct interference of the third party -- 4.3.2 The Provincie Zuid-Holland case - systematically in a position to influence the decision-making to a sufficient extent -- 4.3.3 A high degree of dependency and dominant control of the third party -- 4.3.4 The Packard Bell cases - co-entrepreneurship possible in the case of a share transaction? -- 4.3.5 The VLM Nederland case - co-entrepreneurship in the case of a change of the articles of association? -- 4.3.6 The Novio case - confirmation of the earlier jurisprudence -- 4.3.7 Conclusion - the criteria for co-entrepreneurship -- Chapter IV: Quantitative results -- 1 Introduction -- 2 General characteristics of Dutch works councils in MNCs -- 2.1 Legal form -- 2.2 The country of origin of the corporation and corporate culture -- 2.3 Employees of the multinationals in the Netherlands and abroad -- 3 Where does employee participation in the Netherlands in MNCs take place and with whom? -- 3.1 At which level within the MNCs does employee participation take place? -- 3.2 Consultation partner of the Dutch works council -- 4 The role of the works council within the corporate structure and the influence of the parent company -- 4.1 Application of the structure regime -- 4.2 The relationship between the Dutch works ; council and the supervisory board -- 5 Rights of the Dutch works council in MNCs and their use -- 5.1 Agenda setting of the Dutch works councils.; 5.2 Consultation meetings with the management -- 5.2.1 Frequency of consultation meetings -- 5.2.2 Presence of supervisory board members in consultation meetings -- 5.2.3 Time available for advices of the works council -- 5.2.4 Disputes whether prior consultation of the works council is necessary -- 5.2.5 Who takes the initiative for ad-hoc consultation meetings? -- 5.3 Additional rights under a covenant -- 5.4 Access to financial information -- 5.5 Access to information on the holding structure of the corporation -- 5.6 The use of experts by Dutch works councils -- 5.7 Access to training and personal development -- 5.7.1 Training and courses for Dutch works councils -- 5.7.2 Personal development of the members of Dutch works councils -- 6 Foreign contacts of Dutch works councils and involvement in transnational issues -- 7 The relationship with the European Works Council -- 8 Summary and conclusion - the status quo of Dutch works councils in MNCs anno 2014/2015 -- 8.1 Responses are divided on the overall position of Dutch works councils in MNCs -- 8.2 Information rights of Dutch works councils in MNCs -- 8.3 Consultation rights of Dutch works councils in MNCs -- 8.4 The use of covenants -- 8.5 Other key rights of Dutch works councils -- 8.6 The relationship between the Dutch works councils and the EWC -- Chapter V: Qualitative results -- 1 Introduction -- 2 Preliminary remarks -- 3 Mapping of examples of good practice applied in multinational corporations -- 3.1 Access to information -- 3.1.1 Access to (reoccurring) information on a continuous basis -- 3.1.2 Access to information on the (group) strategy -- 3.1.3 Informal access to information -- 3.1.4 The works council and employees as source of information -- 3.2 Consultation -- 3.2.1 Formal consultation and effective structuring of consultation meetings.; 3.2.2 Use of covenants to extend formal consultation rights and procedures -- 3.2.3 Informal consultation -- 3.2.4 Scenario development and own initiatives by the works council -- 3.2.5 Monitoring of decisions -- 3.2.6 Process-oriented employee participation schemes -- 3.3 Facilities -- 3.3.1 Elections -- 3.3.2 Training and development -- 3.3.3 Work exemptions of works council members and temporary (working group) members -- 3.3.4 A single point of contact between works council and management -- 3.4 Relationship with the supervisory board and corporate governance -- 3.4.1 (Alternative forms of) formal consultation meetings -- 3.4.2 Informal meetings between works council and supervisory board members -- 3.4.3 Exchange of information between the works council and supervisory board -- 3.4.4 Election of supervisory board members -- 3.5 Professionalism of the works council -- 3.5.1 Proactive stance of the works council -- 3.5.2 Agenda setting -- 3.5.3 Committees and working groups -- 3.5.4 Internal training and development -- 3.5.5 Works council elections -- 3.5.6 Annual employee representation day -- 3.6 Relationship with the European works council -- 3.6.1 Consultation and pre-consultation meetings -- 3.6.2 Country reports as feedback mechanism for the topmanagement -- 3.6.3 Incorporating the EWC position in the standpoint of the Dutch (central) works council -- 3.7 Soft skills necessary for effective employee participation -- 3.7.1 Openness and transparency at the core -- 3.7.2 Trust and ensuring confidentiality -- 3.7.3 Taking the works council seriously and valuing its input -- 3.7.4 Relationship management and constructivism of the management and works council -- 4 Concluding remarks: Towards process-oriented employee participation -- Chapter VI: A bird's eye view on Dutch works councils in MNCs -- 1 Introduction.; 2 Main differences between Dutch and foreign MNCs based on the quantitative analysis.