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Promoting Effective Consultation? Assessing the Impact of the ICE Regulations

Terry, Michael; Parker, Jane; Hutchinson, Susan; Hall, Mark; Purcell, John


Michael Terry

Jane Parker

Susan Hutchinson

Mark Hall

John Purcell


Drawing on evidence from longitudinal case studies in 25 organizations, this article examines whether information and consultation (I&C) bodies established in the context of the UK's Information and Consultation of Employees Regulations 2004 have been the vehicle for effective consultation, based on objective criteria. Assessed against the regulations' default provisions that require I&C concerning strategic business issues and major organizational change, a substantial minority of participating organizations were categorized as 'active consulters', while a majority were 'communicators'. The differing trajectories of I&C primarily reflected internal organizational dynamics, particularly management's approach to consultation. Beyond providing the catalyst for managerial moves to introduce I&C, the influence of the statutory framework proved largely peripheral. © John Wiley & Sons Ltd/London School of Economics 2011.


Parker, J., Terry, M., Hutchinson, S., Hall, M., Purcell, J., Hutchinson, S., & Terry, M. (2013). Promoting Effective Consultation? Assessing the Impact of the ICE Regulations. British Journal of Industrial Relations, 51(2), 355-381.

Journal Article Type Article
Publication Date Jun 1, 2013
Journal British Journal of Industrial Relations
Print ISSN 0007-1080
Electronic ISSN 1467-8543
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 51
Issue 2
Pages 355-381
Keywords consultation, ICE
Public URL
Publisher URL
Additional Information Additional Information : Article first published online: 28th June 2011