6 - Union relations

Summary

ABSTRACT

This chapter examines and analyses the external relations of individual unions. Seeking to identify the interlinkages between power resources, union identities and union strategies towards external actors, the chapter makes three arguments. First, the interplay between the structural leverage and associational power of workers is linked to labour unions predominantly building relations in either the economic nexus or the state nexus, with each one marked by a prevailing union strategy, respectively mobilizing or political advocacy. Second, and although being dependent upon the institutional context, external relations within both nexuses have been deteriorating, relatively speaking, over time. Third, being associated with an organizing strategy, the development of coalitional power; that is, seeking alliances with non-labour actors in civil society, becomes consequently more desirable if unions want to retain or regain relevance in the twenty-first century. Opportunities lay in strengthening solidarities with, for instance, immigrant and ethnic communities and networks, on embarking on intersectional approaches to mobilizing and organizing, and union-environmental alliances.

Keywords: Union external relations; union strategy; challenges for unions

INTRODUCTION

Labour unions exist in largely predetermined worlds. Yet, in trying to change these worlds in order to attain their aims, they then must often necessarily choose to make decisions about what relationships they want to have with other actors with a view to achieving their objectives. This chapter examines and analyses the external relations of unionism; that is, the tactical and strategic behaviour of individual unions in building relations with their environment, this is other actors and forces outside the union movement, to pursue union goals.1 Thus, three interrelated questions about union behaviour regarding external relations can be posed. First, why are labour unions building relations with external actors? In other words, what are the drivers for initiating and developing interactions with others?2 Second, which other actors are potential candidates for establishing relations, and how do unions select them? Third, what is the nature of relation-building with those external actors? Put differently, is this relation-building temporal or permanent (structural), mutual or compatible, opportunistic or strategic, or materially underpinned or ideological mediated?