*Department of Engineering Management, George Washington University. The author wishes to thank Gregory D. Storey of the New York Shipping Association and Robert D. Dockendorff and Dan Harris of the Pacific Maritime Association, who provided most of the statistics on which this paper is based; without their help, this study could not have been completed. However, any errors of interpretation are the author's.
Leadership and Its Consequences: Technical Change in the Longshore Industry
Article first published online: 1 MAY 2008
Industrial Relations: A Journal of Economy and Society
Volume 32, Issue 2, pages 262–271, March 1993
How to Cite
WATERS, R. C. (1993), Leadership and Its Consequences: Technical Change in the Longshore Industry. Industrial Relations: A Journal of Economy and Society, 32: 262–271. doi: 10.1111/j.1468-232X.1993.tb01031.x
- Issue published online: 1 MAY 2008
- Article first published online: 1 MAY 2008
The leadership of the two U.S. longshore unions used different strategies when faced with technical change during the period 1959–89. One union used its market power to maintain membership and increase wages and benefits; the other concentrated on wages, benefits, and adjustment mechanisms. The first strategy was economically superior in the short run, but led to reduced wages and employment in the long run.