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.
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