Existing theories and literature seeking to explain small business reticence to engage in enterprise bargaining, at times adopt a generalised approach which precludes or at least limits their relevance and ability to explain small business choice at the industry and even organisational level. Such explanations cannot be detached from the external contextual framework in which an organisation operates and its own, often unique, strategic corporate response to the environmental influences which are challenging it. Labour flexibility vehicles including bargaining, if chosen to facilitate broader corporate strategies, can thereby, be regarded as functionally dependent upon and interactive with the corporate orientations and objectives of the organisation which in turn are environmentally influenced and shaped. The research principally provides a focused description and analysis of the experiences of Clothingco, a small, up market, vertically integrated clothing manufacturer and retailer, which has undergone various strategic readjustments at the corporate and industrial relations level throughout the 1990s, in response to externally driven pressures. The research presents firm evidence to suggest that Clothingco has selected its labour flexibility mechanisms so that they are consistent with and able to accomodate prevailing corporate strategies and orientations. Its strategic corporate readjustments throughout the 90s, which can be perceived as falling along the continuum of cost minimisation to productivity enhancement, have in particular registered differing choices with respect to labour flexibility vehicle and strategies. In the light of the findings, the research as a preferred labour flexibility vehicle at Clothingco. These are identified as: an increasing corporate focus towards cost minimisation throughout the 1990s, coupled with an inability by management to countenance union intervention in enterprise bargaining procedures. The interaction of both these factors, rendered enterprise bargaining from the point of view of management, both a strategically and industrially inferior labour flexibility vehicle to the use of contract labour. The research's strength lies in these areas which have been highlighted and which can be monitored and tested more comprehensively in future research. / Master of Commerce (Hons)