Structural and Market Predictors of Corporate Labor Relations Strategies
The authors develop a model predicting which of three broad labor-relations strategies-union avoidance, union-management collaboration, or a mixed strategy combining elements of union avoidance and collaboration-a company will adopt. A multinomial logit estimation using data on 58 large unionized ma...
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| Veröffentlicht in: | Industrial & labor relations review 1990-01, Vol.43 (2), p.280-293 |
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| container_title | Industrial & labor relations review |
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| creator | Cooke, William N. Meyer, David G. |
| description | The authors develop a model predicting which of three broad labor-relations strategies-union avoidance, union-management collaboration, or a mixed strategy combining elements of union avoidance and collaboration-a company will adopt. A multinomial logit estimation using data on 58 large unionized manufacturing corporations confirms that market pressures and structural characteristics of the company are important predictors of strategy choice. Specifically, the worse the market conditions (as gauged by import penetration and industry employment), the more likely executives will choose union avoidance over collaboration and mixed strategies. Collaboration is more likely to be chosen the greater the percent of plants unionized and the higher the ratio of cost of goods to sales. The choice of the mixed strategy is more likely the higher the labor intensity, capital investment, and number of plants. |
| doi_str_mv | 10.1177/001979399004300208 |
| format | Article |
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A multinomial logit estimation using data on 58 large unionized manufacturing corporations confirms that market pressures and structural characteristics of the company are important predictors of strategy choice. Specifically, the worse the market conditions (as gauged by import penetration and industry employment), the more likely executives will choose union avoidance over collaboration and mixed strategies. Collaboration is more likely to be chosen the greater the percent of plants unionized and the higher the ratio of cost of goods to sales. The choice of the mixed strategy is more likely the higher the labor intensity, capital investment, and number of plants.</abstract><cop>Los Angeles, CA</cop><pub>New York State School of Industrial and Labor Relations, Cornell University</pub><doi>10.1177/001979399004300208</doi><tpages>14</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0019-7939 |
| ispartof | Industrial & labor relations review, 1990-01, Vol.43 (2), p.280-293 |
| issn | 0019-7939 2162-271X |
| language | eng |
| recordid | cdi_proquest_miscellaneous_61113420 |
| source | RePEc; Worldwide Political Science Abstracts; HeinOnline Law Journal Library; Sociological Abstracts; Periodicals Index Online; EBSCOhost Business Source Complete; JSTOR Archive Collection A-Z Listing; Alma/SFX Local Collection |
| subjects | Business structures Collaboration Corporate culture Corporations Employee relations Employment Extractive industries Industrial unions Labor costs Labor management relations Labor Relations Labor union representation Labor unionization Mixed strategy Strategic planning Strategy |
| title | Structural and Market Predictors of Corporate Labor Relations Strategies |
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