ABSTRACT
Taken as a whole, the chapters in this volume have generated a significant body of evidence by which to assess the partnership phenomenon. The chapters have examined the core assumptions that underpin the more normative and prescriptive positions on partnership. In most cases, the assumptions of partnership have been found wanting. The body of evidence in this book, which is drawn from leading research on the subject, suggest that: the basis for partnership is often uneven and fragile; there are significant impediments to the development of more co-operative and trust-based employment relations; there is little hard evidence on improvements in the practices of partnership, particularly in terms of increased levels of employee involvement and voice; and, mutual gains appear to be limited. In other words, there appears to be little empirical support for the concept of partnership in the context of the United Kingdom.
