Abstract
What is the impact of union structure on the strategic capacity of
national union movements to respond to economic re‐structuring? Focuses
on the experience of five countries (Canada, France, Japan, the UK and
the US) and their common problems as regards, first, the movement of
employment into the service sector, second, transformations in the
organization of production within and beyond the firm, and third,
transformations in and the multiplication of collective identities in
the labour market. Structure does appear to condition union strategies,
albeit in a highly variable and contingent manner. Although most unions
are currently involved in some kind of structural review, the success of
these adjustments remains fairly equivocal. Structure can, however,
facilitate or hamper the development of strategies at appropriate levels
or foster the emergence of other forms of representation because it does
not furnish appropriate representational responses. In the conclusion,
reviews several new structural models but no single model is likely to
prove dominant.
Subject
Organizational Behavior and Human Resource Management,Industrial relations
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