The crucial role of employers and managers in the development of industrial relations has been the focus of much recent research. However there remains little consensus on key issues such as the determinants of managerial strategies, or employers' contributions to differing national patterns of industrial relations. The Power to Manage argues that many of these difficulties stem from the limitations of the theoretical frameworks within which the research has been carried out. Both functionalist and evolutionary perspectives subordinate managerial choices to the pressures of the market or the broader patterns of business development. In consequence, these approaches cannot explain the persistent diversity of employers' labour policies or the prevalence of contradictory and incoherent strategies. Using the peculiarities' of British industrial relations as a point of departure, the contributors to this volume present detailed empirical studies of employer labour policies in a variety of countries. These establish a comparative-historical framework within which the distinctiveness of British developments can be evaluated and explained, and which points the way towards a new interpretation of the employer's role in industrial relations.