Workplace democracy has a long history in scholarship and in practice, taking a wide variety of forms in different settings. It is inspired by the organisations that actually practice democratic governance, the social movements that promote it, and the models, arguments and empirical findings developed across several academic disciplines. Based on new empirical studies and theoretical analyses, this contributed volume seeks to discern the conditions under which, and mechanisms by which, workplace democracy initiatives have and can flourish as well as what has led to the limited spread and development of workplace democracy.

The various chapters, authored by an interdisciplinary and geographically diverse group of leading academics, offer a range of cases and perspectives through which to explore the factors conducive or detrimental to workplace democracy, as well as the future prospects for workplace democracy in relation to contemporary societal and technological changes. It will be of great interest to scholars and students of work and employment, strategic management, HRM, employee participation and social sustainability in the workplace and the democratic transformation of society.