Convergence or divergence: human resource practices and policies for competitive advantage worldwide

A the overall level of union membership has fallen in a number of advanced industrialized economies from the 1980s, researchers have become increasingly interested in the potential role of management actions in bringing about such reductions in union organization. Management opposition to union organization may take a number of different forms, with union de–recognition being the individual manifestation most frequently discussed and examined in Britain at the present time. The present paper, however, examines another possible manifestation of management opposition to union organization, namely the practice of multi–establishment organizations operating individual establishments on both a union and a non–union basis. This examination involves the analysis of two sets of survey data which contain evidence on the related phenomena of recognition by extension arrangements and non–uniform recognition arrangements. The basic picture which emerges is that recognition by extension arrangements has historically been of some considerable importance in Britain, although their future strength and influence may well decline as the extent of non–uniform recognition arrangements is now quite considerable and quite likely to increase over time.