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dc.contributor.authorHall, Angela
dc.contributor.authorFiorito, Jack
dc.contributor.authorHorn, Marko
dc.contributor.authorLangford, Christopher
dc.date.accessioned2013-02-18T15:29:56Z
dc.date.available2013-02-18T15:29:56Z
dc.date.issued2011
dc.identifier.citationHall , A , Fiorito , J , Horn , M & Langford , C 2011 , ' Unions as Organizations : Strategy versus Environment ' , Working USA , vol. 14 , no. 4 , pp. 571-587 . https://doi.org/10.1111/j.1743-4580.2011.00362.x
dc.identifier.otherPURE: 1427215
dc.identifier.otherPURE UUID: a944f097-6f1d-446e-b11f-5b8875b2979f
dc.identifier.urihttp://hdl.handle.net/2299/10049
dc.description.abstractEmpirical studies typically examine unions in aggregate, that is, whether union presence or absence affects important outcomes. Only recently have researchers analyzed unions as distinct organizations. In order to address this void in the literature, key union officials were surveyed regarding their unions’ ability to manage and shape their environment, as well as selected critical strategic issues. The results suggest that unions can and do take measures to manage their environments and control their destinies, but consistent with some prior work, union strategy is best seen as “emergent” from cumulative choices rather than a “grand design.”en
dc.format.extent17
dc.language.isoeng
dc.relation.ispartofWorking USA
dc.subjectunions
dc.subjectstrategy
dc.titleUnions as Organizations : Strategy versus Environmenten
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted2011
rioxxterms.versionofrecordhttps://doi.org/10.1111/j.1743-4580.2011.00362.x
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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