Collective organisation in small‐ and medium‐sized enterprises – an application of mobilisation theory

This article draws on mobilisation theory to explain the presence and absence of collective organisation in small‐ and medium‐sized enterprises (SMEs). The analysis is based upon case studies of 11 UK SMEs reflecting variation in respect of employment size, industry sector, workforce composition, ownership and product/service market characteristics. It suggests that recently introduced statutory trade union recognition legislation and increased formalisation within some larger SMEs may provide the conditions for unionisation, although the presence and role of ‘key activists’ with union histories is critical to the process of gaining recognition and sustaining organisation. The nature of social relations in micro and small firms, however, inhibits the articulation of injustice. This is not least because the framing of grievances is a high‐risk strategy with a potential to shatter the informal social relationships upon which work is based, and this inhibits the identification of collective interests.