Restructuring processes and capability for voice: case study of Volkswagen, Brussels

This paper aims to use the Capability Approach in order to shed light on the capability for voice of workers in an industrial restructuring process.

The research relies on conceptual frames and distinctions borrowed from Amartya Sen, Jon Elster and Jürgen Habermas. It is based on an empirical case study: the restructuring of the Brussels plant of the Volkswagen (VW) group in 2006‐2007.

The central distinction established in the paper is the one between deliberation and bargaining. The structures that characterized social dialogue at the VW plant in Brussels did not totally deprive Belgian workers of capability for voice. But they seriously limited its scope.

The empirical investigation is focused more on trade unions than on internal management relationships.

The paper presents an analysis of the real opportunities for deliberation and bargaining that goes beyond the mere formal implementation of social law.

The paper discusses application of the Capability Approach to empirical procedures of collective bargaining in the context of a globalised restructuring process in the automotive sector.