How Does Restructuring Contribute to Union Revitalization?

Abstract

Abstract[Excerpt] As we look cross-nationally at labour movement revitalization, we see a complex process of change that varies depending on the socio-political/economic context. Although we observe a diverse set of union strategies and outcomes, we find that structural adjustment is a common element of revitalization efforts. The mere presence of restructuring does not, of course, assure positive results. In this chapter we define various forms of restructuring, outline factors that shape and promote restructuring, and discuss the likelihood that restructuring leads to union revitalization by using examples from our cross-country comparison. M a r t i n B e h r e n s W i r t s c h a f t s -u n d -S o z i a l w i s s e n s c h a f t l i c h e s I n s t i t u t R i c h a r d H u r d C o r n e l l U n i v e r s i t yJ e r e m y W a d d i n g t o n U n i v e r s i t y o f M a n c h e s t e r I n s t i t u t e

The Power Resources Approach: Developments and Challenges

“…Organisational efficiency: To exert associational power, efficient organisational structures are necessary (Behrens, Hurd and Waddington, 2004). Only then can trade unions deploy their infrastructural resources effectively and conduct work action.…”

To merge or not to merge? The impact of union merger decisions on workers' representation in Germany

“…Buchanan, 1974). Faced with often dramatic declines in membership and influence, many unions turned to mergers to 'revitalise' their flagging fortunes (Behrens et al, 2004b;Waddington, 2005). Faced with often dramatic declines in membership and influence, many unions turned to mergers to 'revitalise' their flagging fortunes (Behrens et al, 2004b;Waddington, 2005).…”

Fit for fight? A cross-sectional study of union apathy in Norway

“…They display differences in both function and structure, and also in the influence they have over affiliates (Behrens et al, 2004b). Norway is an example of a country where there are several (four) competing confederations, but as we shall see, they only compete to some extent on the basis of different political allegiances.…”

“…Behrens et al (2004b) divide strategies of change into three predominant categories: changes to external structure, e.g. expanding the membership base; internal changes to union governance, e.g.…”