Organize to Organize: The Case of a Successful Long-Haul Campaign for Collective Bargaining Rights

After nearly four decades of campaigning, faculty and academic staff union members across the University of Wisconsin (UW) System won the right to bargain collectively in June 2009 when the Governor signed legislation that modified state labor law. In this paper, I present historical and interdisciplinary analyses of the organizational structures that were critical to the campaign’s success. While the case study should be interesting for academics across disciplines, the Wisconsin experience carries generalizable lessons for union organizing in any sector of the economy. In addition to cataloguing the tens of legislative attempts that faculty and academic staff unionists undertook to win collective bargaining rights in Wisconsin, my paper juxtaposes the legislative goals with environmental variables such as which political party controlled state government and how many faculty and academic staff were committed to the campaign at any given time as regular dues-paying members. It is clear in this light that persistence paid dividends for the campaign and that leverage created by the Local unions in relation to their state and national affiliates was necessary for the campaign’s longevity and success. Against this backdrop, I also consider the degree to which tensions between a Local union and its larger affiliates might variably impact union organizing across different international unions. The case study has relevance for discussions of minority or non-majority unions as well as strategic decisions about how unions pursue level playing fields for organizing new members

When Everyone Wins? Exploring Employee and Customer Preferences for No-Haggle Pricing

The organizational importance for interactions between frontline employees and customers has been examined in relation to dimensions such as climate or culture. In this article, we highlight the importance of pricing strategies – typically studied in relation to consumer preferences – for frontline employees. To do this, we apply an evolutionary perspective and present two complementary studies that focus on the relevance of price discipline in relation to employee attitudes and preferences. Focusing on the industry of new automobile sales since there is important firm-level pricing variation, Study 1 finds a faintly positive relationship among employee prosociality, customer satisfaction, and fixed or “no-haggle” pricing strategies. In Study 2, participants indicated a preference for working in environments that offered the same, non-disparate prices to all customers. While previous research has examined the relationships between employee and customer attitudes in relation to firm performance, our studies emphasize the role that pricing strategies can play as a mechanism in those relationships. Our studies illustrate the value of evolutionary frameworks for contemporary business problems

It's not just lunch: extra-pair commensality can trigger sexual jealousy.

Do people believe that sharing food might involve sharing more than just food? To investigate this, participants were asked to rate how jealous they (Study 1)--or their best friend (Study 2)--would be if their current romantic partner were contacted by an ex-romantic partner and subsequently engaged in an array of food- and drink-based activities. We consistently find--across both men and women--that meals elicit more jealousy than face-to-face interactions that do not involve eating, such as having coffee. These findings suggest that people generally presume that sharing a meal enhances cooperation. In the context of romantic pairs, we find that participants are attuned to relationship risks that extra-pair commensality can present. For romantic partners left out of a meal, we find a common view that lunch, for example, is not "just lunch.