AJIBM  Vol.3 No.4 , August 2013
How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector
Abstract: This paper argues, through a case study of two industry-wide strikes in the Korean banking sector, that a proactive interventionist strike is more effective than a reactive pragmatist one in a union’s response to restructuring. Evidence from the two strikes shows that unions were able to achieve more successful outcomes from the strike in which they engaged proactively by an interventionist mode. In this case the unions identified opportunities, took the initiative and devised effective strategies that pre-empted the other parties before they had fully prepared their restructuring planning. Such a strategic capacity was gained from active organizational learning in unions derived from their previous strike failure.
Cite this paper: Choi, C. (2013) How a Proactive Interventionist Can Make Strikes More Effective: Evidence from the Korean Banking Sector. American Journal of Industrial and Business Management, 3, 444-452. doi: 10.4236/ajibm.2013.34051.

[1]   J. Kelly, “Union Militancy and Social Partnership,” In: P. Ackers, C. Smith and P. Smith, Eds., The New Workplace and Trade Unionism, Routledge, London, 1996, pp. 41-76.

[2]   N. Bacon, P. Blyton and J. Morris, “Among the Ashes: Trade Union Strategies in the UK and German Steel Industries,” British Journal of Industrial Relations, Vol. 34, No. 1, 1996, pp. 25-50. doi:10.1111/j.1467-8543.1996.tb00470.x

[3]   J. E. Cronin, “Industrial Conflict in Modern Britain”, Croom Helm, London, 1979.

[4]   M. Upchurch, M. Richardson, S. Tailby, A. Danford and P. Stewart, “Employee Representation and Partnership in the Non-Union Sector: A Paradox of Intention?” Human Resource Management Journal, Vol. 16, No. 4, 2006, pp. 393-410. doi:10.1111/j.1748-8583.2006.00027.x

[5]   C. Crouch, “Trade Unions: The Logic of Collective Action,” Fontana, London, 1982.

[6]   P. Ackers, “Reframing Employment Relations: The Case for Neo-Pluralism,” Industrial Relations Journal, Vol. 33, No. 1, 2002, pp. 2-19. doi:10.1111/1468-2338.00216

[7]   V. L. Allen, “Militant Trade Unionism: A Re-Analysis of Industrial Action in an Inflationary Situation,” The Merlin Press, London, 1969.

[8]   T. A. Kochan, H. C. Katz and R. B. McKersie, “The Transformation of American Industrial Relations,” Basic Books, New York, 1986.

[9]   P. Boxall and P. Haynes “Strategy and Trade Union Effectiveness in a Neo-Liberal Environment,” British Journal of Industrial Relations, Vol. 35, No. 4, 1997, pp. 567-591. doi:10.1111/1467-8543.00069

[10]   A. Frost, “Reconceptualizing Local Union Responses to Workplace Restructuring in North America,” British Journal of Industrial Relations, Vol. 39, No. 4, 2001, pp. 539-564. doi:10.1111/1467-8543.00214

[11]   T. Huzzard, “Boxing and Dancing-Trade Union Strategic Choices,” In: T. Huzzard, D. Gregory and R. Scott, Eds., Strategic Unionism and Partnership: Boxing or Dancing? Palgrave, New York, 2004, pp. 20-44.

[12]   W. Streeck, “The Uncertainties of Management in the Management of Uncertainty: Employers, Labor Relations and Industrial Adjustment in the 1980s,” Work, Employment and Society, Vol. 1, No. 3, 1987, pp. 281-308. doi:10.1177/0950017087001003002

[13]   M. Ganz, “Resources and Resourcefulness: Strategic Capacity in the Unionization of California Agriculture, 1959-1966,” American Journal of Sociology, Vol. 105, No. 4, 2000, pp. 1003-1062. doi:10.1086/210398

[14]   C. Argyris and D. Schon, “Organizational Learning: A Theory of Action Perspective,” Addison-Wesley, Reading, 1978.

[15]   C. Fiol and L. Lyles, “Organizational Learning,” Academy of Management Review, Vol. 10, No. 4, 1985, pp. 803-813.

[16]   C. Offe, “Disorganized Capitalism: Contemporary Transformations of Work and Politics,” Basil Blackwell, Oxford, 1985.

[17]   R. Erne, “European Unions,” Cornell University Press, Cornell, 2008.

[18]   P. Johnston, “Success While Others Fail: Social Movement Unionism and the Public Workplace,” ILR Press, Cornell University, Cornell, 1994.

[19]   A. M. Birecree, “Corporate Development, Structural Change, and Strategic Choice: Bargaining at International Paper Company in the 1980s,” Industrial Relations, Vol. 32, 1993, pp. 343-366. doi:10.1111/j.1468-232X.1993.tb01054.x

[20]   J. Kainer, “Gender, Corporate Restructuring and Concession Bargaining in Ontario’s Food Retail Sector,” Relations Industrielles, Vol. 53, No. 1, 1998, pp.183-205. doi:10.7202/005286ar

[21]   D. O. Kim and J. S. Bae, “Employment Relations and HRM in South Korea,” Ashgate, Hampshire, 2004. doi:10.1057/9781403980434

[22]   FSC (Financial Supervisory Commission), “Financial Flow 1997-2004,” FSC: Seoul.

[23]   J. Y. Kim, “Bank Catastrophe Was Barely Avoided,” Han Kye Rae Daily, 30 September 1998, p. 5.

[24]   K. H. Song, “Dramatic Avoidance of Financial Disturbance,” Seoul Daily, 30 September 1998, p. 19.

[25]   KFFU (Korean Federation of Financial Unions), “KFFU 1998 Annual Report,” 1999.

[26]   KFIU (Korean Financial Industrial Union), “KFIU 1999 Annual Report,” 2000.

[27]   KFIU, “KFIU 2000 Annual Report,” 2001.

[28]   KFIU, “Collection of Materials Regarding Policy-Making,” 2000.

[29]   S. G. Kum, “Bank Strike Won Many Gains,” Kook Min Daily, 13 July 2000, p. 6.

[30]   KFIU, “Collection of Materials Regarding Strike on 11 July 2000,” 2001.

[31]   J. D. McCarthy and M. N. Zald, “The Trend of Social Movements in America: Professionalization and Resource Mobilization,” General Learning Press, Morristown, 1973.

[32]   C. Tilly, “From Mobilization to Revolution,” AddisonWesley, Reading, 1978.

[33]   R. Hyman, “How Can Trade Unions Act Strategically?” Transfer: European Review of Labour and Research, Vol. 13, 2007, pp. 193-210.