No abstract

In this article, we review and assess research on the role of trade unions in labour markets and society, the current decline of unions and union revitalisation. The review shows three main trends. First, trade unions are converging into similar strategies of revitalisation. The ‘organising model’ has spread far beyond the Anglo-Saxon countries and is now commonplace for unions as a way to reach new worker constituencies. Thus, even in ‘institutionally secure’ countries like Germany and the Nordic countries, unions are employing organising strategies while at the same time trying to defend their traditional strongholds of collective bargaining and corporatist policy-making. Second, research has shown that used strategies are not a panacea for success for unions in countries that spearheaded revitalisation. This finding points to the importance of supportive institutional frameworks if unions are to regain power. Third, especially in Anglo-Saxon countries, unions are building external coalitions with other social movements, including across borders, to compensate for the loss of power resources that were tied to national collective bargaining and policy-making. Research has shown that unions, even in adverse institutional contexts, can be effective when they reinvent their repertoires of contention, through political action or campaigning along global value chains.

The widespread decline of trade unions and the emergence of various alternative forms of worker voice and representation have posed a challenge to the field of industrial relations and generated significant rethinking of the future directions for this field of study. In this article, we examine how well industrial relations meta-theories, when combined with efforts to build middle-range theories, provide distinctive explanations and different predictions for the alternatives that have emerged to date to fill the void. We propose new directions for theory and research that expand the range of actors or institutions that shape employment relations and include social identities outside of the employment relationship as the basis for mobilizing collective actions and voice. Finally, we suggest using these theoretical arguments to test among alternatives as a means of revitalizing and reshaping industrial relations as well as carrying forward the problem-solving norms that have characterized the field since its inception.

Since the publication of Rethinking Industrial Relations in 1998, John Kelly's mobilization theory has been used by many scholars attempting to understand union organizing-often using specific campaigns to unpack and analyse various elements of the theory that help to explain the success or failure of collective mobilization. We review this literature and highlight the major areas of interest from the book-injustice, framing, and leadership-and the contribution to industrial relations research. We find that the terms mobilizing and organizing are used interchangeably, which, we argue, is problematic and has led to confusion about what is actually happening in unions. Unpacking the difference between the two terms can help to explain limitations in the way mobilization theory has been used by scholars, and, at the same time, deepen our understanding of why unions have not been particularly successful in reversing their decline despite the 'turn to organizing' over the last few decades.

This study examines mobilizing mechanisms using a British community organization and a British trade union as exemplars. Although there has been substantial work on union revitalization on the one hand, and the emergence of alternative, community organizations on the other, no study has compared the challenges these organizations face in encouraging member mobilization. The findings illustrate how the trade union engages in a service‐driven culture, cultivating instrumental commitment between the members and the union. The community organization, in contrast, engages in a relational culture and exemplifies a form of social commitment between the members and the group. As a result, different types of commitment and organizational cultures help explain why sustained member mobilization within a trade union is harder to achieve than within a community organization.