There is also an extensive US literature which advocates or recognises active or
innovative voice-based practices as an alternative to unionised employee relations (e.g.
Beer et al. , 1984; Foulkes, 1980; Kochan et al.
, 1994; Lawler, 1986; Pfeffer, 1994). For
example, management can develop its own communication methods to replace dependence
on union-organised voice services, and it can use incentives and benefits to
weaken the financial attractions of union membership. In these circumstances, what
looks like cooperation and mutual gains (in terms of the immediate outcomes for both
sides) can be a stage on the way to sidelining unions