ABSTRACT
The European Works Council (EWC) case-studies set out above have shown that information and consultation can offer a jumping-off point for an active strategy of employee representation. This raises the question as to what conditions must be met to allow an EWC to 'function' well from the standpoint of employee interests. The model presupposes that the EWC will develop a degree of autonomy from management, from national arrangements for employee representation, and from the trade unions. This may only be possible if all three sides perceive some gain in such autonomy. The chapter compares the development of EWCs in the eight case-study companies with this model. It looks at the interrelationship between EWCs and collective bargaining, which continues to be overwhelmingly conducted at national level. One can compare the process of attaining a supra-national quality in industrial relations with the take-off of an aircraft.
