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Article
Publication date: 1 March 2007

Marick F. Masters, Ray Gibney and Thomas J. Zagenczyk

Unions face serious challenges, which raise questions about organizational priorities. An issue important to the recent breakup of the AFLCIO is the priority given…

Abstract

Unions face serious challenges, which raise questions about organizational priorities. An issue important to the recent breakup of the AFLCIO is the priority given political action vis-à-vis organizing. We examine competing theoretical perspectives on the potential relationship between union political action and organizing effectiveness. We present evidence on the scope of union political spending and conduct a preliminary analysis of its correlation with organizing. Our results indicate a negative relationship, but we urge a cautious interpretation. Theory raises substantial doubts about political activity as a motivation for joining a union. We urge more research.

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International Journal of Organization Theory & Behavior, vol. 10 no. 3
Type: Research Article
ISSN: 1093-4537

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Book part
Publication date: 24 July 2020

Gayle Hamilton and Marick F. Masters

The future of unions hangs in the balance. Labor unions face enormous challenges to overcome decades of decline and diminishing power. The authors examine the current…

Abstract

The future of unions hangs in the balance. Labor unions face enormous challenges to overcome decades of decline and diminishing power. The authors examine the current status of unions with an eye toward identifying pathways to rejuvenation. Our analysis focuses on what the authors know about the decline of unions, how its compares historically, and what avenues are available to unions to change. Pathways to growth with undoubtedly require breaking old molds, which have proven ineffective. Unions need to explore new models of representation to take advantage of a changing workforce with new employment relationships typified by the “gig economy.” The authors present an agenda for fruitful research and discuss the implications of a weakened labor movement on the well-being of society.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Book part
Publication date: 24 July 2020

Abstract

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Book part
Publication date: 24 July 2020

Abstract

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Abstract

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Advances in Industrial & Labor Relations
Type: Book
ISBN: 978-0-76230-853-8

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Article
Publication date: 1 January 1987

J.R. Carby‐Hall

Civil wrongdoings with consequent financial and other loss or damage to employers, employees and third parties may result in the course of various trade union activities…

Abstract

Civil wrongdoings with consequent financial and other loss or damage to employers, employees and third parties may result in the course of various trade union activities. These day to day trade union activities take a variety of forms. The most common ones are inducement of breach of contract, conspiracy, trespass, nuisance, and intimidation. Each of these activities constitutes a tort which, unless the statutory immunities apply, would normally give rise at common law to an action for damages or, as is more frequent, enable the aggrieved party to obtain an injunction.

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Managerial Law, vol. 29 no. 1/2
Type: Research Article
ISSN: 0309-0558

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Article
Publication date: 1 February 1990

Jo Carby‐Hall

Although workers' organisations operated in the early nineteenth century and “…. workers in every trade were becoming very much alive to the necessity for defending their…

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247

Abstract

Although workers' organisations operated in the early nineteenth century and “…. workers in every trade were becoming very much alive to the necessity for defending their standards”, nevertheless “The first twenty years of the nineteenth century, witnessed a legal persecution of trade unionists as rebels and revolutionists”. The beginnings of modern trade unionism may be traced to about 1850 where a number of craft unions, as for example, miners' and engineering unions, were successful in establishing themselves, and slowly building up their financial resources and thus acquiring sufficient strength to enable them to bargain on almost equal terms with the employer.

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Managerial Law, vol. 32 no. 2
Type: Research Article
ISSN: 0309-0558

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Article
Publication date: 14 May 2018

Joey F. George, Kevin Scheibe, Anthony M. Townsend and Brian Mennecke

This paper aims to investigate the extent to which newly agile organizations followed 2001’s Agile Manifesto, especially in terms of the 12 principles of the agile…

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1777

Abstract

Purpose

This paper aims to investigate the extent to which newly agile organizations followed 2001’s Agile Manifesto, especially in terms of the 12 principles of the agile approach, as included in the Manifesto.

Design/methodology/approach

The authors conducted in-depth case studies of groups in three large business organizations that had recently adopted agile. Two researchers spent one day at each site, attending daily standups and conducting interviews with managers, developers and customers.

Findings

Across the three organizations, developers were faithful to two agile principles: the primacy of delivering valuable software continually and regular reflections on the process with an eye toward improvement. The developers were uniformly unfaithful to the principle that requires face-to-face communication. Each organization varied in their adherence to the remaining nine principles. Obstacles to faithful adoption included the experience of the organization with agile, the extent to which the industry was regulated and the extent to which developers and customers were physically dispersed.

Originality/value

While past research on agile development is extensive, this paper examines perspectives on the method and its adoption through the lens of the original Agile Manifesto and its 12 principles. The principles were grouped into three broader categories – software delivery, people and process – to provide additional insights and to sharpen the analysis.

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Journal of Systems and Information Technology, vol. 20 no. 2
Type: Research Article
ISSN: 1328-7265

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Article
Publication date: 8 May 2017

Hart O. Awa, Ojiabo Ukoha and Sunny R. Igwe

This paper aims to propose and test a ten-factor framework of four contexts from technology-organization-environment (T-O-E) theory and unified theory of acceptance and…

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2222

Abstract

Purpose

This paper aims to propose and test a ten-factor framework of four contexts from technology-organization-environment (T-O-E) theory and unified theory of acceptance and use of technology (UTAUT) to provide insight(s) that complements and extends extant inquiries on technology adoption.

Design/methodology/approach

Survey data were collected from small service enterprises with strong operations in Port Harcourt, Nigeria, and the mode of sampling was purposive and snow ball, whereas analysis involved structural equation modeling.

Findings

The results show that factors in the technological, organizational and environmental contexts have direct statistically significant relationship with adoption; thus, adoption is more driven by T-O-E factors than by individual factors. For individual context, social factor equally was statistically supported, whereas hedonistic drive was not.

Research limitations/implications

The study is limited by its scope of data collection and phases; therefore, extended data are needed to apply the findings to other sectors/industries/countries and to factor in the implementation and post-adoption phases and business to business (B2B) adoption to forge a more holistic framework.

Practical/implications

Implicit is that the findings encourage vendors and policy makers to recognize the strength of interpersonal and group relationships in addition to T-O-E contexts in developing investment decisions.

Originality/value

The paper contributes to the growing research on innovation adoption by using factors within the T-O-E and UTAUT frameworks to explain SMEs’ adoption of technologies.

Details

The Bottom Line, vol. 30 no. 01
Type: Research Article
ISSN: 0888-045X

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Article
Publication date: 25 December 2020

Ngaio Crook, Ozan Nadir Alakavuklar and Ralph Bathurst

This paper explores how leaders identify their roles and selves when they lead change in a dynamic organizational context.

Abstract

Purpose

This paper explores how leaders identify their roles and selves when they lead change in a dynamic organizational context.

Design/methodology/approach

Using a qualitative approach, ten ICT leaders participated in semi-structured interviews depicting their experiences of change. A thematic method of interpretative analysis was used to develop findings, supported by Theory U as a conceptual tool for leadership self-awareness.

Findings

Leaders struggle with organizational constraints and boundaries, specifically the complexities that form and limit their leadership underpinned by unrealistic expectations due to the construction of romanticized heroic leadership. While these restrictions lead to feelings of detachment of leaders from their organizations, leadership development exists in the acts of letting go of old behaviors, and welcoming emergence and experimentation by trusting more.

Research limitations/implications

This study may be limited by its small sample and the use of one framework to make sense of the leaders' experience of change. It confirms that change can challenge organizing norms and how leadership is identified.

Practical implications

Despite the feeling of detachment from their organizations, developing greater self-awareness, being open to new ideas and trusting more can bring about better organizational outcomes, which is represented with Theory O as a contribution both for theory and practice.

Originality/value

This study illustrates (1) leaders' inner work or personal experience of change, and (2) how improvement of self-awareness can contribute to the involvement of leaders to the change process. Based on self-awareness, trust and feedback relationship, this study suggests a new practical and conceptual tool called Theory O by advancing Theory U.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

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