The revival of interest in workplace consultation in the UK reflects both a managerial drive for improved company performance and trade unions'aspirations that new legal rights may strengthen their role in the workplace. This article probes the links between managerial policy, union organization and activity and the wider product and labour market context through a case study of workplace consultation at a UK pharmaceutical plant. The research finds that both management and unions failed to gain from changes to the consultation process, largely as a result of the lack of strategic management, managerial fears about strengthening employee representation and weak trade unions.
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