'New unionism', organising and partnership: a comparative analysis of union renewal strategies in the public sector

Article

Richardson, M., Danford, A. and Upchurch, M. 2002. 'New unionism', organising and partnership: a comparative analysis of union renewal strategies in the public sector. Capital and Class. 29 (1), pp. 1-27. https://doi.org/10.1177/030981680207600101
TypeArticle
Title'New unionism', organising and partnership: a comparative analysis of union renewal strategies in the public sector
AuthorsRichardson, M., Danford, A. and Upchurch, M.
Abstract

The TUC's ‘New Unionism’ project contains contradictory tendencies in its promotion of both partnership relationships with employers and the adoption of more aggressive organising techniques. This paper investigates the impact of partnership-organising tensions on union activity at the workplace level in local government and the NHS. We explore these tensions by considering three dimensions of workplace union organisation: management-union relations; activist leadership style; and activist full-time officer relations. The paper rejects the argument that partnership and organising can be complementary union renewal processes. Instead, partnership relations detach senior activists from union members and restrict member participation and mobilisation.

Research GroupEmployment Relations group
PublisherSAGE Publications
Conference of Socialist Economists
JournalCapital and Class
ISSN0309-8168
Electronic2041-0980
Publication dates
PrintMar 2002
Publication process dates
Deposited10 Mar 2009
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1177/030981680207600101
LanguageEnglish
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