Mobilising resources for union learning: a strategy for revitalisation?

Jason Heyes · Helen Rainbird

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Labor Movements and Unions Organizational Learning and Leadership Innovative Education and Learning Practices

Abstract

ABSTRACT This article examines attempts by UNISON to embed a culture of learning within the workplace. The analysis, which is rooted in resource‐based mobilisation theory, shows how UNISON was able to draw on the Union Learning Fund to create new resources in the form of project workers. These project workers subsequently played a vital role in building support for learning at regional and branch levels. The article also examines ways in which UNISON activists were able to progress the learning agenda through proactive engagement with ‘opportunity structures’.

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1977Resource Mobilization and Social Movements: A Partial Theory 1998Power in Movement 1997Exploring corporate strategy 1993Frontiers in social movement theory 1998Rethinking Industrial Relations: Mobilisation, Collectivism and Long Waves 2010Rethinking Industrial Relations 1972Hardship and Collective Violence in France, 1830 to 1960 2008Ten Years of New Labour: Workplace Learning, Social Partnership and Union Revitalization in Britain

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2016Union learning representatives in the UK: activity, impact and organization

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