How can trade unions act strategically?

Hyman, Richard

doi:10.1177/102425890701300204

Cited by 151 publications

(162 citation statements)

References 35 publications

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“…Such high-level OL in unions can be obtained when leaders and members, through effective dialogue, develop a common sense of mission towards achieving their goals [16]; meaningful goals are most likely to motivate people to their maximum capability to achieve them. However, unions should not forget one lesson of EU trade unions' history: that long-term effectiveness is most likely to depend on their ability to forge political and social connections based on social justice [33], while short-term effectiveness is more dependent on their current strategic capacity.…”

Section: Discussionmentioning

confidence: 99%

How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector

Choi¹

2013

AJIBM

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This paper argues, through a case study of two industry-wide strikes in the Korean banking sector, that a proactive interventionist strike is more effective than a reactive pragmatist one in a union's response to restructuring. Evidence from the two strikes shows that unions were able to achieve more successful outcomes from the strike in which they engaged proactively by an interventionist mode. In this case the unions identified opportunities, took the initiative and devised effective strategies that pre-empted the other parties before they had fully prepared their restructuring planning. Such a strategic capacity was gained from active organizational learning in unions derived from their previous strike failure.

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Section: Discussionmentioning

confidence: 99%

How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector

Choi¹

2013

AJIBM

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“…Their capacity to 'act strategically' and to enhance legitimacy results from internal dialogue (Dufour and Hege, 2010;Hyman, 2007), while the capacity to develop 'innovative' rather than 'defensive' strategies is shaped by union power (Lévesque and Murray, 2010). This power derives from specific resources (internal solidarity, narratives, networking, organizational resources) activated by strategic capabilities (framing, articulating, learning, and intermediating).…”

Section: Trade Unions and Corporate Restructuringmentioning

confidence: 99%

Crafting alternatives to corporate restructuring: Politics, institutions and union power in France and Canada

Dupuis

2017

European Journal of Industrial Relations

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This article explores how local trade unionists mobilize politics and institutions in the face of threats of restructuring. I focus on three issues: first, how differences in regime types and institutional 'densities' affect plant closures; second, power and the social relationships of local actors; third, contingencies relating to the organizational characteristics of multinational corporations. I compare two workplaces in France and two in Canada in order to explain variations in union strategy, and find that the power resources and strategic capabilities of local unions that were decisive: unions that could effectively 'invent' alternative visions for their plants' futures were most successful in mitigating negative outcomes from restructuring. I conclude by discussing the role of the state in plant closures and how unions can engage in contentious politics in an era of economic restructuring.

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“…One formulation refers to the on-going and tentative construction of unions in relation to collective organization, capacity and purpose (Lévesque and Murray, 2010;Hyman, 2007). First, some unions have long sought to refocus and rebuild the ways they organize and operate in relation to members.…”

Section: Debatesmentioning

confidence: 99%

Multi-Scalar Trade Unionism: Lessons from Maritime Unions

Fairbrother

Gekara

2017

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Tous droits réservés © Département des relations industrielles de l'Université Laval, 2016Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne.https://apropos.erudit.org/fr/usagers/politique-dutilisation/ Cet article est diffusé et préservé par Érudit.Érudit est un consortium interuniversitaire sans but lucratif composé de l'Université de Montréal, l'Université Laval et l'Université du Québec à Montréal. Il a pour mission la promotion et la valorisation de la recherche. © département des relations industrielles, université laval -issn 1703-8138 -ri/ir, 71-4, 2016, 589-610 589 Multi-Scalar Trade Unionism: Lessons from Maritime Unions Peter Fairbrother and Victor Oyaro Gekara increasingly unions have to address the challenges of global work and employment relations; to meet this objective, some unions are developing multi-scalar approaches. the question for unions is to what extent they either have leverage or the potential to exercise power in relation to state and corporate decisions and strategies. the argument is that unions face challenges as collective actors, where multinational capital, supported by states, increasingly defines the work and employment relations of workplaces. one response is to organize to promote the definition and deployment of coordination practices. the focus is on the australian maritime industry and the main union, the Maritime Union of australia, as well as the international transport Federation, the global union. this study provides important lessons for multi-level organization and campaigning by unions to realize their capacities.

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How can trade unions act strategically?

Cited by 151 publications

References 35 publications

How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector

How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector

Crafting alternatives to corporate restructuring: Politics, institutions and union power in France and Canada

Multi-Scalar Trade Unionism: Lessons from Maritime Unions

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