Knowledge that Transforms

Fundamental changes in the conduct of U.S. Labor relations have led unions to reconsider their future strategies. While scholars have focused attention on the content of their strategic choices, far less attention has been paid to the process of managing a change process within unions. This article analyzes a recent presidential election held within the United Steelworkers to suggest a framework for understanding how elections can impact on charges in the strategic direction of unions.

Both career development and participation at work activities have emphasized a “prospecting” approach to inquiry. Although jointly inspired by the humanistic ethic, the two ventures have grown as separate streams of inquiry through their distinct responses to economic, hierarchical, technological, reductionist, and systems imperatives about work. A contrasting “mating” approach to inquiry is proposed, with the various imperatives becoming redefined as shared objects for further study. The proposal is supported by a set of diagnostic questions, and illustrated by a comparison between separate “Knowledge for Pay” and “Pay for Knowledge” human resource management initiatives. The possibility of broader application of the mating principle to other human resource management efforts is briefly considered.

This paper discusses the economics behind plant closings, suggests a possible role for public policy to ameliorate the effects of closings in some situations, and reviews Maine's experience with mandatory advance notice of closings and severance payments. The possibility of a less flexible labor market in Maine is noted, as are areas for future research. Finally, the economic and political history of Maine's experience with plant closing legislation is discussed in terms of its implications for similar legislation at the federal level.