Notes on Contributors
Editorial
<b>Part I Collective Bargaining </b>
<b>Chapter 1</b> The Employer's Perspective on Collective Bargaining Coverage:
An Analytical Framework
<b>Chapter 2 </b>The Efficacy of Transnational Collective Bargaining: The
Spanish Case
<b>Chapter 3</b> The Emergence of Collective Bargaining Structures in a
Transformation Economy: The Example of Nigeria
<b>Chapter 4</b> From Adversarial to Strategic Collective Bargaining: The Case
of a Small Open Economy
<b>Part II Participation </b>
<b>Chapter 5</b> Employee Share Ownership and Workers' Participation: A Tool
for Cooperation?
<b>Chapter 6</b> Employee Participation: A Lever of Corporate Governance to
Increase the Effectiveness of Human Resource Practices
<b>Chapter 7</b> Workers' Voice and Involvement in the Restructuring of
Undertakings
<b>Chapter 8</b> The Statute for a European Company and the Polish Model of
Employee Involvement
<b>Chapter 9</b> Employee-Elected Directors on Company Boards: Stakeholder
Representatives or the Voice of Labor?
<b>Chapter 10</b> Employee Participation and Governance: A South African
Perspective
<b>Part III Corporate Social Responsibility </b>
<b>Chapter 11</b> Corporate Social Responsibility: An Integral Element Rather
than a Bolt-On Option
<b>Chapter 12</b> Conceptualization of Corporate Social Responsibility in the
Context of Labor Law
<b>Chapter 13</b> Corporate Social Responsibility, the Labor Market and
Industrial Relations in Bulgaria
<b>Chapter 14 </b>Labor Regulation in Shareholder and Stakeholder Economies
<b>Part IV Corporate Governance and Regulatory Models </b>
<b>Chapter 15</b> Labor Economics, Corporate Governance, and Corporate Social
Responsibility: Interfaces and Boundaries
<b>Chapter 16</b> A Social Dimension for Transatlantic Economic Relations
<b>Chapter 17</b> Investment in Human Capital in Times of Economic Crisis
<b>Chapter 18</b> Employee Board-Level Representation in the European Union:
The Cross-Border Merger Directive and Its Impact in the Netherlands
<b>Chapter 19</b> Shareholder versus Stakeholder Capitalism
<b>Chapter 20</b> Top-Down Meets Bottom-Up Meets Mutuality: Governance in the
NHS in Scotland
<b>Chapter 21</b> Balancing the Interests of Shareholders and Stakeholders
through Corporate Governance
<b>Chapter 22</b> The Employment of Executive Staff under Russian Labor Law