The project includes a hypothesis of the Maritime Union of Australia as being able to mobilize associational power in order to recreate bargaining power in the case of the Waterfront Dispute of 1998. The dispute was initiated by the firing of the Maritime union of Australia’s members from all Australian docks owned by the Patrick Corporation, effectively eliminating their bargaining power. The project examines the mobilization of the three associational power resources; internal, external and narrative, in the recreation of the pre-Waterfront-Dispute bargaining power. The internal resources are measured through deliberative vitality and cohesive identity, external resources through coalition building and narrative resources through values, shared understandings, common identity and framing. The analysis finds that the Maritime Union of Australia neglects the utilization of associational resources, because the union leadership focussed on utilizing a Legal Opportunity Structure. The discussion shows that this strategy builds on the possibilities of their associational resources. The associational power is utilized to a lesser extent through the legal opportunity structure in order to recreate the pre-Waterfront Dispute bargaining power. This causes the hypothesis to be verified to a marginal degree.
|Uddannelser||Basis - Samfundsvidenskabelig Bacheloruddannelse, (Bachelor uddannelse) Bachelor|
|Udgivelsesdato||25 maj 2016|
|Vejledere||Eric Komlavi Hahonou|