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What Makes Unions Strong? A Network ...

Kim, Lanu.

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What Makes Unions Strong? A Network Perspective on Union Bargaining Power.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	What Makes Unions Strong? A Network Perspective on Union Bargaining Power./
作者:	Kim, Lanu.
面頁冊數:	49 p.
附註:	Source: Masters Abstracts International, Volume: 52-06.
Contained By:	Masters Abstracts International52-06(E).
標題:	Sociology, Industrial and Labor Relations. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1554960
ISBN:	9781303864490

What Makes Unions Strong? A Network Perspective on Union Bargaining Power.
Kim, Lanu.

What Makes Unions Strong? A Network Perspective on Union Bargaining Power. - 49 p.

Source: Masters Abstracts International, Volume: 52-06.

Thesis (Master's)--University of Washington, 2014.

This item must not be sold to any third party vendors.

This paper aims to describe the structural factors which affect the organizational differences in labor unions. Based on Emerson's power-dependence theory, I suggest two axes: dependence and cohesion. Dependence measures how well a union monopolizes the supply of workers to an employer. When organizations or individual workers can be easily replaced, a union will have low dependence; it also relates to low bargaining power. Cohesion indicates how much workers are participating in union activities; it depends on the density of social network and the economic institution related to a union. When a union is supported by those two aspects of cohesion, the possibility of initiating a successful strike is higher. Four case studies are explored to illustrate this hypothesis. This paper attempts to theoretically relate the organizational structure and power, and verify with the real world examples.

ISBN: 9781303864490Subjects--Topical Terms:

1017858
Sociology, Industrial and Labor Relations.

What Makes Unions Strong? A Network Perspective on Union Bargaining Power.
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520 $a This paper aims to describe the structural factors which affect the organizational differences in labor unions. Based on Emerson's power-dependence theory, I suggest two axes: dependence and cohesion. Dependence measures how well a union monopolizes the supply of workers to an employer. When organizations or individual workers can be easily replaced, a union will have low dependence; it also relates to low bargaining power. Cohesion indicates how much workers are participating in union activities; it depends on the density of social network and the economic institution related to a union. When a union is supported by those two aspects of cohesion, the possibility of initiating a successful strike is higher. Four case studies are explored to illustrate this hypothesis. This paper attempts to theoretically relate the organizational structure and power, and verify with the real world examples.
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