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M. Upchurch, M. Richardson, S. Tailby, A. Danford and P. Stewart, “Employee Representation and Partnership in the Non-Union Sector: A Paradox of Intention?” Human Resource Management Journal, Vol. 16, No. 4, 2006, pp. 393-410. doi:10.1111/j.1748-8583.2006.00027.x

has been cited by the following article:

• TITLE: How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector

  AUTHORS: ChungIL Choi

  KEYWORDS: Proactive Interventionist; Reactive Pragmatist; Organizational Learning; Strike; Union Effectiveness

  JOURNAL NAME: American Journal of Industrial and Business Management, Vol.3 No.4, July 26, 2013

  ABSTRACT: This paper argues, through a case study of two industry-wide strikes in the Korean banking sector, that a proactive interventionist strike is more effective than a reactive pragmatist one in a union’s response to restructuring. Evidence from the two strikes shows that unions were able to achieve more successful outcomes from the strike in which they engaged proactively by an interventionist mode. In this case the unions identified opportunities, took the initiative and devised effective strategies that pre-empted the other parties before they had fully prepared their restructuring planning. Such a strategic capacity was gained from active organizational learning in unions derived from their previous strike failure.