This is a well narrated account by the author and shows his deep involvement with the research study. The book offers a close interaction with the research subjects and the study is deeply ingrained with the fabric of the NCJM itself creating almost a social and anthropological insight for the reader. This remains an admirable quality of the book. Particularly, the reader is able to identify and come to terms with the challenges that worker co-operatives face and is able to gain an insight of how employee involvement may enable large co-operatives such as NCJM and others to sustain themselves in the future. . . .The book is easy to read and knits together a diligent and inspiring research account. This is owed to the professional yet mellow writing style that accumulates interesting characters, incidents and anecdotes. Simply put, the reader remains engaged throughout since the book has a story to tell apart from presenting an empirical investigation. . . .This book will interest both students and academics alike who are interested in matters of industrial relations and modern day organizational change issues. It is also a useful text for researchers interested in designing and conducting case-based qualitative studies. The book showcases the shifting boundaries of labour collectivism and worker organization in a growing economy with implication for how employee involvement can influence organizational change.

British Journal of Industrial Relations

This excellently detailed case study unpacks the process of organizational transformation to highlight that information sharing and consultation is a necessary but insufficient condition for employee involvement. Kandathil convincingly argues that what is more important is the alignment of managers’ and workers’ expectations and enactment of information sharing. In so doing, he makes a critical contribution to the vast literature on employee involvement.

Sarosh Kuruvilla, Cornell University

This book convincingly problematizes the dominant understanding of the relationship between information sharing and employee involvement in the context of organizational transformation. It offers novel and compelling explanations about the role of inter-group trust in sustaining the employee involvement in the organizational transformation. Overall, it is an excellent and deeply engaging work that spans multiple levels of analysis and abstraction. This is a rare accomplishment for this kind of research.

An Anonymous Reviewer