This study examines the challenges met by union representatives (URs) who have to reconstruct their traditional role in the context of labour–management partnerships. They are innovators involved in the transition to renewed labour relations. Identity issues and role conflicts are examined through an in-depth analysis of the process involved in assimilating this new role in unionized organizations. The results suggest that URs subordinate the partner role to the interest representation role. Interviews suggest that this enhanced union legitimacy. Some blurring of traditional social categories such as those of employee or employer is possible to the extent that the relations between the actors are founded on interpersonal relations.
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