By Miriam A. Golden
Heroic Defeats is a comparative research of the way unions and corporations engage while monetary situations require giant activity loss. utilizing basic video game concept to generate testable propositions approximately while those events will lead to business clash, Professor Golden illustrates the speculation in more than a few events among 1950 and 1985 in Japan, Italy, and Britain. also, the writer exhibits how the idea explains why moves over activity loss virtually by no means happen in postwar unionized agencies within the usa.
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Additional resources for Heroic Defeats: The Politics of Job Loss
Sample text
The cost incorporated into the models that are developed in Chapter 2 is that of industrial action itself. Strikes themselves are sufficiently costly to the firm such that we assume — in most of the models — that the firm would refrain from targeting union activists for dismissal if it knew industrial action would ensue as a result. The third assumption in the models to follow is that the union wants to protect its activists on the shopfloor from expulsion from the enterprise. 18 HEROIC DEFEATS Ordinary workers have only to pursue their individual interests, but union leaders have to pursue the interests of the organization itself; that is, they have to act as caretakers for the union or risk its demise.
The following sections offer brief country-by-country discussions of this hypothesis. JAPAN Japan is an especially interesting case because strikes over workforce reductions were common in the 1940s and 1950s but became quite rare afterward. After World War II and through the 1950s, disputes over workforce reductions were frequent, comprising more than a quarter of all strikes at their peak in 1949, for instance. In I960, however, the number of such conflicts tumbled to under 10 percent — indeed, in most of the following years, to less than 5 percent — where it has consistently remained until the present.
Moreover, as the theory presented here would lead us to expect, as seniority arrangements have become virtually universal in the years since World War II, the incidence of disputes over workforce reductions has fallen even further. This is true despite the fact that American firms resort to layoffs with considerably greater frequency than firms do in Europe or in Japan (Moy and Sorrentino 1981). The American data verify that the frequency of layoffs does not by itself necessarily engender frequent industrial conflict.