Using data collected from two matched pairs of integrated steel- making sites, the author describes variation that occurred in the process and outcomes of workplace restructuring. Four union capabilities-the ability to access information, to educate and mobilize the membership, to communicate with management at multiple levels, and to access decision-making at multiple points-appear to have been critical to two locals' success in negotiating with management over workplace restruc- turing in ways that benefited themselves, their members, and their firms. The author argues for including union locals' capabilities as a key variable in research aimed at understanding differences in outcomes across otherwise similar settings.
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