Turning to organising: a study of shifting priorities within a white collar banking union

This dissertation, however, takes a novel approach to the study of organising as a union response via the use of three distinct case studies with a synthesizing chapter identifying the key elements unions, in particular union leaderships, need to be mindful of in seeking to embed organising more deeply within their union.

The dissertation seeks to address the question of how do unions embed organising into their union strategy, by looking at both the immediate environment a union operates within (Chapter 2), the external reach of a union to new workers (Chapter 3) and the internal challenge of roles within a union (Chapter 4). Each chapter has its own methodology and specific findings, which are in themselves of interest, however the dissertation extracts the relevant findings from each in order to address the above research question and point to the importance of 4 key characteristics which are necessary to embed organising more deeply into a union strategy and they are active leadership, strategic capabilities, organising FTOs and empowered activists.