What can unions do as the Great Recession ravages workers and their unions and threatens to destroy decades of collective bargaining gains? What must local union leaders do to help their laid-off members, protect those still working, and prevent the gutting of their hard-fought contracts--and their very unions themselves? How, in fact, can local union leaders seize the time and turn crisis into opportunity? Bill Barry, director of labor studies at the Community College of Baltimore County and a 40-year veteran of the movement, calls on his long history of activism and years of "what works, what doesn't" discussions with other leaders to come up with a plan to survive these terrible times and even use this crisis to build a better future. The second edition has been updated with an important chapter addressing the assault on public sector unions.

As the American labour movement mobilizes for a major resurgence through new organizing, this text presents research on union organizing strategies. The introduction defines the context of the current climate and subsequent chapters include community-based organizing and building

The past fifteen years have been difficult for the labor movements in industrial countries. Gary N. Chaison addresses questions implicit in the decline of unions in the United States, Canada, Great Britain, Australia, and New Zealand: How and why do labor unions merge under pressure? What role do mergers play in the unions' strategies to deal with membership losses, management opposition, and hostile governments? Are there distinctive national profiles of union mergers? Chaison begins by describing the dynamics of the union merger process as large unions combine with each other in amalgamations, as small unions are absorbed into larger ones, and as local unions affiliate into nationals. He discusses the reasons for mergers, the barriers to consolidation, and the problems of integration which may result. The five chapters that follow are arranged in order of increasing intensity in merger activity, ranging from the United States, where interest in mergers is growing, to New Zealand, where changing legislation has catalyzed an enormous wave of mergers. For each of the five countries considered, Chaison characterizes the industrial relations climate and merger record since 1980, explains landmark mergers, identifies the antecedents, and assesses the chances that a sudden flood of mergers will occur. The final chapter compares the national profiles, extrapolating the significant differences and common threads. Chaison concludes that while mergers can play a critical role in revitalizing labor movements and building the dominant unions of the future, they are not necessarily solving the fundamental economic and political problems that plague unions.

« The book presents the findings of a four-year study of the challenges facing trade unions and their responses in ten west European countries. The project involved a substantial number of interviews with key union representatives and academic experts in each country, together with the collection of a large amount of union documentation and background material. The book gives an account of trade unionism in each country, the main recent challenges that unions have faced, and responses in terms of recruitment and mobilisation; organizational restructuring; new approaches to collective bargaining; changing political strategies; and international activities. The analytical starting point is that trade unions are conservative institutions containing significant veto points to organizational change, but at the same time can display dynamism and innovation, and that external challenges can therefore stimulate important internal adaptation. The book engages with the debates of the past two decades on union modernization and revitalization, and more generally with theories of institutional change and with the literature on varieties of capitalism. The central theme is that while trade unions do not easily change identities and core practices, they are not locked into inertia. Trade unions are not unitary actors but are internally contested organizations, and internal conflict is itself a potential source of dynamism. The literature on "revitalization" has tended to divide between the over-optimistic and the over-pessimistic; this study presents a more nuanced and differentiated account. In particular, it attempts to identify some of the key internal and external conditions for effective strategic innovation. »--

One of America's poorest cities copes with economic restructuring.

These difficult circumstances, however, do not signal the end of unionism, or mandate a universal response from all unions. Instead, they herald an era of choices. David Weil presents a pathbreaking framework to guide union leaders in these complex times.

Marketization in the healthcare sector affects the quality and delivery of care, as well as healthcare workers’ working conditions. Based on a comparison of England and Germany, along with an in-depth case study looking at New York, USA, this volume examines how trade unions respond to marketization processes and the determinants of successful strategies. The author draws on a rich empirical study to develop a theoretical framework that accounts for sector-specific opportunity structures stemming from marketization processes and on the relevant unions’ local-level leeway that opens if they build up and mobilise the available resources and capacities. The book identifies determinants of successful trade union strategies, explains the puzzling observation of similar strategic choices across different systems, and draws conclusions for prospects of trade unionism in the marketized healthcare sector. This book emphasizes the transformative effect of marketization on healthcare and the opportunities this change creates for unions, while giving special attention to the local-level conditions of trade unionism in the analysis of conflicts evolving around marketization in the hospital sector. It is of interest to academics and practitioners working in healthcare management, human resource management, and employment relations.