Internationally, two basic strategies have been adopted for the macro-management of the industrial relations issues arising from recent technological change. The first has been one of tripartite consultative planning, whereas the second has allowed ‘market forces’ a free hand in determining the nature of technological change in industry. Since 1983 Australia has begun to shift from the second to the first approach, because of changes in the political and legal climate, and in the strategy of the ACTU and some important unions. Nevertheless, the impact of these changes is gradual.
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124 – 145
DOI
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Issues
Also in this issue:
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Agnes Horvath, Magic and the Will to Science: A Political Anthropology of Liminal Technicality
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Gibson Burrell, Ronald Hartz, David Harvie, Geoff Lightfoot, Simon Lilley and Friends, Shaping for Mediocrity: The Cancellation of Critical Thinking at our Universities
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Bas de Boer, How Scientific Instruments Speak: Postphenomenology and Technological Mediations in Neuroscientific Practice
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Bjørn Lomborg, False Alarm
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How does innovation arise in the bicycle sector? The users’ role and their betrayal in the case of the ‘gravel bike’