Critics and advocates of union-management partnership agreements offer competing assessments of the potential outcomes for workplace union representation. These include the attenuation of the role of lay activists and intra-union conflict. In this case study of Amicus-MSF at Legal & General partnership involved centralised decision-making, membership loss and activist-leadership tensions, but these were temporary. With employer support the local union leadership ‘cultivated’ a cadre of pro-partnership activists with extended reach into management decision-making, increasing membership and strengthening workplace organisation.

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