Balancing Acts: Dynamics of a Union Coalition in a Labor Management Partnership

This paper analyzes the experience of a set of unions that formed a coalition to engage in coordinated bargaining and to build and sustain a labor management partnership with Kaiser Permanente, a large healthcare provider and insurer. We use qualitative and quantitative data, including member and leader surveys, to explore the experience of the coalition in confronting five key challenges identified through theory and prior research on such partnerships. We find that the coalition has been remarkably successful, under difficult circumstances, in achieving institutional growth for its member unions and in balancing traditional and new union roles and communicating with members. The unions have been less successful in increasing member involvement.     

Employee Ownership and Company Performance

This paper investigates how Britain's largest employee-owned firm, the John Lewis Partnership, performs relative to its major competitors. In the context of John Lewis's unique constitutional structure, employee ownership appears to offer significant advantages in the market place. It is difficult to assess the relative importance of particular policies; as a group, employee ownership, open information flows, high wages, and profit share are clearly associated with high productivity.