Large Non‐Union Companies: How Do They Avoid a Catch 22?

Abstract

Large non‐union companies might be expected to enjoy extensive work‐force flexibility deriving from their high‐wage, high‐involvement strategies. However, where there is a strong local union presence, this might be expected to exert a strong dampening effect on the levels of internal flexibility achieved. Such companies, fearful of union organization, could not then enjoy the freedoms that might be associated with a non‐union strategy. Research conducted in the Republic of Ireland on large non‐union US companies operating in the electronics industry suggests a conceptual framework indicating how a Catch‐22 situation is avoided in these companies.

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