The role of organizational culture and pre-bargaining attitudes on the decision to engage in a work stoppage was examined for 301 tenure-track unionized faculty at a large, public four-year university. Prior research on labor actions has not examined the link between organizational culture with union activity at either the individual or group level. The strongest predictor of strike intentions was negative attitudes regarding potential decreased salary and benefits. However, the Denison Organizational Culture facets of Involvement and Consistency were significantly related to strike intentions, and culture perceptions predicted strike intentions beyond financial dissatisfaction. Additionally, it was found that the relationship between culture perceptions and strike intention was stronger for tenured faculty members. This manuscript will discuss the implications of these findings for university administrators and discuss using organizational culture as a potential measure of potential job actions within a public higher education collective bargaining context.
|Journal||Journal of Higher Education Management|
|State||Published - Jun 15 2015|