Part 1: Concepts: Partnership in theory-. Chapter 1: Introduction: In search of good employment relations (Stewart Johnstone and Adrian Wilkinson)-. Chapter 2: Trojan horse or tactic? The case for partnership (Jimmy Donaghey)-. Chapter 3: Why partnership cannot work and why militant alternatives can: historical and contemporary evidence (Andrew Danford and Mike Richardson)-. Part 2: Institutions: Partnership in Context-. Chapter 4: The evolution of participation and partnership in the UK context (Stewart Johnstone)-. Chapter 5: Workplace partnership in Ireland: irreconcilable tensions between an 'Irish third way' of voluntary mutuality and neo-liberalism (Tony Dundon and Tony Dobbins)-. Chapter 6: Labour-Management Partnership in the United States: Islands of Success in a Hostile Context (Adrienne E. Eaton, Joel Cutcher-Gershenfeld and Saul A. Rubinstein)-. Chapter 7: Evaluating Social Partnership in the Australian Context (Cathy Xu, Glenn Patmore and Paul Gollan)-. Chapter 8: Battling in a Bleak Environment: The New Zealand Context for Partnership (Helen Delaney and Nigel Haworth)-. Part 3: Cases: Partnership in Practice-. Chapter 9: Partial partnership? The Contradictions of Partnership at PowerCo (Jonathan Hoskin, Stewart Johnstone and Peter Ackers)-. Chapter 10: Workplace cooperation at Aughinish Alumina case (Tony Dundon and Tony Dobbins)-. Chapter 11: The Kaiser Permanente Labor Management Partnership: 1997-2013 (Thomas A Kochan)-. Chapter 12: In search of workplace partnership at Suncorp (Dhara Shah, Cathy Xu, Paul Gollan and Adrian Wilkinson)-. Chapter 13: Improving productivity in Fonterra's Whareroa site (Helen Delaney and Nigel Haworth)-.

Ideas of employee participation and voice have a long history as part of the search for good employment relations and have also attracted extensive interest among human resource management (HRM) and industrial relations researchers. In practice, participation can refer to a wide range of approaches and techniques, ranging from, on the one end, direct employee involvement initiatives such as profit-sharing, quality circles and communication techniques to giving workers ownership and control of organisations on the other (Wilkinson et al. 2010, 2014a). In between these two extremes is the pluralist idea of representative participation, where the central assumption is that differences of interest will inevitably arise in organisations and that effective employee representation is important in attempting to reconcile different interests (Johnstone and Ackers 2015). Historically, collective employee representation would normally be provided by independent trade unions through collective bargaining and joint regulation of the employment relationship.