Workplace Partnership and the Displaced Activist Thesis

Abstract

Advocates and critics of partnership have advanced a series of theoretical arguments in respect of the potential consequences for unions working under partnership arrangements. These include centralised decision-making and the alienation of lay activists. In the case study examined here partnership involved centralised decision-making, but this did not result in serious conflicts or lead to the rejection of joint arrangements. We argue for a theoretical approach focusing on the contingencies that shape relations between union officers and lay activists under partnership.