To be (Unionized) or Not to be? A Case for Cost-raising Strategies

This paper analyses the decision by a firm over whether or not to recognize unions (and therefore enter the bargaining process) in order to gain market power in unionized markets. We show that union power coupled with the nature of the union-firm bargaining process - i.e. scope and structure - are key determinants of a firm’s choice to be unionized and to strategically adopt cost-raising strategies.

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Year of publication:	1996-12
Authors:	Bughin, Jacques R.J. ; Vannini, Stefano
Institutions:	C.E.P.R. Discussion Papers
Subject:	Cost-raising Strategies \| Union-Firm Bargaining

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Extent:	application/pdf
Series:	CEPR Discussion Papers.
Type of publication:	Book / Working Paper
Notes:	Number 1527
Classification:	J51 - Trade Unions: Objectives Structure, and Effects ; L20 - Firm Objectives, Organization, and Behavior. General
Source:	RePEc - Research Papers in Economics

Persistent link: https://www.econbiz.de/10005136429