Essays on Mobilization Theory Research Proposal

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The paper "Mobilization Theory" is an outstanding example of a business research proposal.   The objective of the article is to discuss mobilization theory, which is about the collective action of the workers in reaction to employee-generated injustice. To achieve this objective, the article has drawn on investigations of workers' reaction to the closure of two garment factories. The two factories had many similarities in terms of workers' characteristics, same sector, and union organization, but their distinguished features contributed to differences in worker protest. In one factory, the worker protest became successfully mobilized and sustained while it did not materialize in the other factory.

There are many factors that contributed to the differences between the worker protest as identified in the article. They included pre-existing social structures, and the interaction between individuals, their leaders and the general population (Blyton & Jenkins, 2013). The comparison of the two factories helped evaluate the factors that contributed to the differences in workforce mobilization. The article focussed on the interaction between social networks in the workplace and sources of leverage and influence in the external environment. The relationship between the two was noted to contribute positively to the success of the worker protest mobilization (Blyton & Jenkins, 2013).

In other words, factors both inside the factories and outside contributed to social coherence among the workers that interacted with the social processes of organization and leadership. The process of participating in collective action was transformative, increasing union of interest, strengthening ideas of injustice and influencing their leaders and being under their actual direction. What led to the success of the collection action in one factory was the combined impact of internal solidarity, union strategy and organisational resources which was supported and facilitated by external solidarities (Blyton & Jenkins, 2013).

References

Atzeni, M. (2009). Searching for injustice and finding solidarity? A contribution to the mobilisation theory debate. Industrial Relations Journal, 40(1), 5-16.

Badigannavar, V., & Kelly, J. (2005). Why are some union organizing campaigns more successful than others? British Journal of Industrial Relations, 43(3), 515-535.

Blyton, P., & Jenkins, J. (2012). Mobilising resistance: The Burberry workers' campaign against factory closure. Socialogical Review, 60(1), 25-45.

Blyton, P., & Jenkins, J. (2013). Mobilizing protest: Insights from two factory closures. British Journal of Industrial Relations, 51(4), 733-753.

Cregan, C., Bartram, T., & Stantom, P. (2009). Union organizing as a mobilizing strategy: The impact of transformational leadership on the collectivesm of union members. British Journal of Industrial Relations, 47(4), 701-722.

Moga, C., Guo, B., Schopflocher, D., & Harstall, C. (2012). Development of a quality appraisal tool for case series studies using a modified delphi technique. Edmonton: Institute of Health Economics.

O'Sullivan, M., & Turner, T. (2013). Facilitators and inhibitors of collective action: A case study of a US-owned manufacturing plant. British Journal of Industrial Relations, 51(4), 689-708.

Sartori, G. (2009). Comparing and miscomparing. In D. Collier, & J. Gerring, Concepts and methods in social science: The tradition of Giovanni Sartori (pp. 151-1641). London: Routledge.

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