Abstract
This article provides a case study, based on original author research, about the start of the union co-op movement in Cincinnati a decade ago. The author views the formation of initial union co-ops through the lens of social movement theory. Doing so identifies mechanisms critical to the success of a local union co-op movement, including the following: emulation – where a group of people model their work on that of others; social appropriation – where a group of people involved in an organization with one purpose utilize the organization for a new purpose; diffusion of information – sharing knowledge to wide networks; brokerage – relying on known individuals and organizations to connect with other potential allies and supporters; and resources, such as amassing pooled cash, recruiting government support, and locating meeting space. Additionally, those involved in a successful union co-op movement must be adaptable, draw on a wide variety of experts, aggregate information, and engage in long-term planning. Leadership and a substantial commitment of time to the movement by the leaders was repeatedly recognized by the interviewees as crucial to success.
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Notes
Interviewee estimates of the number in attendance at the initial event ranged from 60–150, and previous case studies put the number at over 80, 80–90, and around 90.
While Kristen estimated that this meeting took place in February or March (Barker at 7), it has been previously reported as taking place in March (Schlachter at 10).
Interviewee’s recollection of how many workers started Our Harvest ranged from three to six, and a 2012 documentary sources indicates there were six employees, including two part-time employees.
One interviewee and previous case studies (Schlachter at 11), including one by the author (Levinson, 2018a, b, c), report the workers joined the union in 2014, while another estimated it was 2013, but further study of the interviews of Ellen and a 2012 slide deck indicate it is more likely the workers voted to join the union in April or May of 2012 and voted to ratify the collective bargaining agreement in 2014.
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Acknowledgements
The author is extremely grateful for and thanks Alex Dunn and Olivia Polston for research and editorial assistance. The author also thanks Ethan Mitchell and Jazymn Wood for research assistance, each interviewee for reviewing the case study, particularly Kristen Barker for a detailed review, and Steve Dubb, Ra Criscitiello, and Rebecca Lurie for feedback on an earlier draft. The qualitative research was funded by a fellowship grant from Rutgers School of Management and Labor Relations.
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Levinson, A.R. Breaking New Ground: Social Movement Theory and the Cincinnati Union Co-ops. Employ Respons Rights J 34, 213–265 (2022). https://doi.org/10.1007/s10672-022-09411-8
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DOI: https://doi.org/10.1007/s10672-022-09411-8