|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Union Organizing: a response to Carter|
|Authors:||de, Turberville Simon|
|Citation:||de Turberville S (2007) Union Organizing: a response to Carter, Work, Employment and Society, 21 (3), pp. 565-576.|
|Abstract:||From introduction: With almost six million fewer union members in 2005 than in 1979 (Certification Officer, 1980, 2006) the development of renewal strategies remains crucial. One such strategy is based on the idea that unions should shift from a top-down servicing model (SM) to a bottom-up organizing model (OM) that would encourage member participation, revitalize member agendas, increase union effectiveness and stimulate institutional growth. I examined the OM in a previous article and concluded that it was not a credible renewal strategy (de Turberville, 2004). The article described how previous research had considered the SM and OM to be either radically different (Carter, 2000) or mutually reliant (Waddington and Kerr, 2000). My concern was to situate an analysis of the OM within an evaluation of these two frameworks. This resulted in the following three lines of reasoning.|
|Rights:||The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author; you can only request a copy if you wish to use this work for your own research or private study.|
|Notes:||Simon de Turberville is now employed at the University of York|
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