How do we build power in coalition? Rethinking union-community coalition types 12 years on

Tattersall, Amanda

doi:10.1080/10301763.2018.1427422

Cited by 9 publications

(18 citation statements)

References 15 publications

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“…Here they have experienced varying degrees of membership loss, have been confined to a shrinking number of workplaces as industries have closed, suffered a loss of workplace power and relevance and seen a decline in job quality and numbers. Many have experimented with the renewal strategies enumerated by Fairbrother (2015) and Heery (2015) ,and in differing ways with community unionism (Tattersall, 2018), but this has led to little substantive change.…”

Section: Resultsmentioning

confidence: 99%

“…They have democratised their structures, shifted their focus from the workplace and engaged with the community through community unionism, experimented with new organisational strategies and broadened their range of action and engagement with ‘outsider’ organisations. Whilst there have been sporadic union successes, it has been insufficient to reverse their fortunes and this has led to some questioning of unions’ ability to change (Fairbrother, 2015; Heery, 2015; Ibsen and Tapia, 2017; Murray, 2017; Tattersall, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…With unions facing such difficult circumstances, there has often been an emphasis in labour geography on union victories at a time when most unions are in decline, and this has tended to lead to an overoptimistic affirmation of labour’s agency (Peck, 2018; Siemiatycki, 2012; Tattersall, 2018). There has been a belated recognition of the structural constraints facing labour (Peck, 2018) and the need to recognise the diverse uses of space to sustain agency and produce political activity and labour organising (Featherstone and Griffin, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Trade unions and industrial regeneration in North West Tasmania: Moving beyond lock-in?

Barton

2020

Environ Plan A

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As the North West coast of Tasmania, Australia, has deindustrialised, the region’s unions have lost membership, power and relevance. This process of deindustrialisation opens up possibilities for the unions to become involved in regeneration as regional development actors and, by moving outside the workplace and engaging with the community, renew and revitalise themselves. But many unions have found it difficult to move beyond their traditional forms of action and relationships. This article uses the concept of lock-in, and draws on semi-structured interviews, two forums and a workshop, to detail the way the North West coast unions attempted to break from the confines of the workplace and out into the community. Their attempts to do this were uneven and contested. They were, to varying degrees, locked-in and constrained by their traditional relationships with politicians and their own members. At another level they were locked-out from participating in regeneration decisions by long standing relationships between governments and business and their antagonism towards the unions. Although the unions attempted to reimagine themselves, there remained a pattern of regional lock-in where long-standing relationships continued and limited and hindered the unions’ ability to participate in regeneration debates and activities.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Trade unions and industrial regeneration in North West Tasmania: Moving beyond lock-in?

Barton

2020

Environ Plan A

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“…As a precursor to successful community-union campaigns, union involvement in community organising is seen as a crucial key to success (Black, 2018;Parker, 2011). Indeed, where the political climate is a hostile one or where some community alliances are unformed and disparate, unions typically need to take a leading role in the campaign effort (Tattersall, 2018). Both political opportunities in internal and external institutional conditions as well as strategic opportunities that are generated around the common interest or concern are crucial to success -in our case the dire state of both the conditions of care and the conditions of work provided in the aged care sector (Black, 2018).…”

Section: Framingsmentioning

confidence: 99%

Redressing gendered undervaluation in New Zealand aged care: Institutions, activism and coalitions

Charlesworth

Heap

2020

Journal of Industrial Relations

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This article explores the apparent conundrum of how, with minimal employment standards and limited equal pay laws, New Zealand managed to significantly redress the gendered undervaluation of low-paid aged care work. To draw out the pathways to these reforms, we focus on the long-term strategic coalitions that underpinned them. We examine, in particular, the activism of a diverse range of policy actors – unions, employers, industrial and human rights bodies and civil society groups, which together have worked to ‘undo’ the limitations of equal pay and employment regulation. Our findings point to the benefits of strategic collaboration between policy actors in New Zealand and an approach which recognises the intersection of unequal pay with other gendered dimensions of disadvantage in aged care work. Different strategies used over time by diverse actors helped them overcome inadequate industrial and equal pay infrastructure to realise meaningful increases in hourly rates of pay, buttressed by improved working time arrangements and provision for career progression. We conclude by highlighting some lessons for institutional and policy actors in other national settings drawn from the New Zealand collaborative approach to equal pay in care work.

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“…In both countries, CLOs are typically small-scale organizations run by a couple of leading activists. Their engagement with workers, network and coalition building, the state and mainstream unions is crucial to the effectiveness of activism for progressive social change -existing studies tend to focus predominantly on mainstream unions' involvement in community or civil society organizing (Fine, 2007;Heery et al, 2012;Holgate, 2015;McBride and Greenwood, 2009;Tapia, 2013;Tattersall, 2018). In closely examining these interrelated engagement areas, the comparative study aims to highlight the complex ways in which leaders' perceptions and practices in everyday life are influenced not only by key political-economic institutions but also by dominant cultural values that infuse almost every aspect of social life.…”

Section: Introductionmentioning

confidence: 99%

Social action as ‘a total social phenomenon’: Comparing leadership challenges facing community-based labour organizations in China and Japan

2020

Human Relations

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This article seeks to address an empirical puzzle: ‘why do community-based labour organizations (CLOs) in China and Japan play a similarly marginal role in facilitating social change, despite drastic differences in national circumstances?’ Theoretically, special importance is given to a cross-disciplinary approach that combines anthropology and business and management perspectives. Methodologically, the comparative study draws on ethnographic fieldwork and interviews to explore how leadership activism is embedded in and shaped by an intricately interwoven web of political, economic and cultural forces, what anthropologists refer to as ‘a total social phenomenon’. The findings highlight a series of agential and structural challenges, especially those arising from the tension between culture and social institutions. More generally, the work contributes to an alternative, critical understanding of leadership.

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How do we build power in coalition? Rethinking union-community coalition types 12 years on

Cited by 9 publications

References 15 publications

Trade unions and industrial regeneration in North West Tasmania: Moving beyond lock-in?

Trade unions and industrial regeneration in North West Tasmania: Moving beyond lock-in?

Redressing gendered undervaluation in New Zealand aged care: Institutions, activism and coalitions

Social action as ‘a total social phenomenon’: Comparing leadership challenges facing community-based labour organizations in China and Japan

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