Indirect Participation, Influence, and Power: Some Danish Experiences1

Abstract

This paper compares the indirect (representative) participation of workers in the processes of employers' decision making as these processes mirror the nature of enter prise organization. Hereby some major hindrances to an extension of workers' influ ence, power, and participation in employers' decision making are highlighted. This article presents an in-depth study of three decisions covering the areas of daily business, investments, and organizational structure in a manufacturing company in Denmark. The implications of the results for theories on influence, power, and participation are discussed.