Employer opposition and union avoidance in the UK

This paper presents empirical evidence about the shape and pattern of non–union employer strategies to remain union free. The data are collected from seven case studies across different industrial sectors and organisational sizes in Britain. Following a brief critique of typologies of union avoidance, the evidence suggests the ‘configuration’ of anti–union approaches involves an uneven and at times contradictory interaction of context–specific variables. Three mutually inclusive factors that influence employer behaviour are identified: structural, ideological and cultural dimensions. It is argued that these represent a deeper understanding of employer hostility towards unions than existing employment relationship classifications. The utility of non–union typologies and the prospects for union mobilisation are considered in the light of these findings.