Abstract
The aim of this article is to explore the linkages between institutional arrangements (IAs) of industrial relations and strategies of plant closure. I argue that IAs constrain or facilitate the discretion of plant closure, while the managerial strategy for plant closure is restricted by IAs. Through six case studies in Taiwan, the article concludes that the employers whose IAs are characterized as ‘authoritarian domination’ adopted strategies to close the plants down in an unlawful way, whilst those whose IAs are characterized as ‘paternalist bargaining and consulting’ closed their plants down in a lawful way.
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