“…Establishing such collaborative workplace relations nevertheless remains controversial, as some scholars state that it can weaken union power and ultimately affect workers' union commitment (Kelly, ; Roche, ). However, an opposite position can be found in the extant literature on dual commitment (Angle & Perry, ; Ezirim, Nwibere, & Emecheta, ; Magenau, Martin, & Peterson, ; Redman & Snape, ), which has shown that a cooperative workplace environment—that is, a workplace in which the union, labour, and management are seen to maintain a cooperative relationship based on trust, respect, and the recognition of mutual interests (Hammer, Currall, & Stern, )—can result in workers being dually committed to both their employing organisation and their union (e.g., Bemmels, ; Kim & Rowley, ; Lee, ; Shan, Hu, Wang, & Liu, ; Snape & Chan, ). Researchers who have investigated the concept of dual commitment have thus contributed to our understanding of union–management collaboration by showing that such workplace relations do not necessarily result in a weaker relationship between the union and its members and can thus be positive and even desirable in unionised organisations (Balser & Winkler, ; Robinson, Griffeth, Allen, & Lee, ; Valizade et al, ).…”