Exploring globalization from a labor history perspective, Aviva Chomsky provides historically grounded analyses of migration, labor-management collaboration, and the mobility of capital. She illuminates the dynamics of these movements through case studies set mostly in New England and Colombia. Taken together, the case studies offer an intricate portrait of two regions, their industries and workers, and the myriad links between them over the long twentieth century, as well as a new way to conceptualize globalization as a long-term process. Chomsky examines labor and management at two early-twentieth-century Massachusetts factories: one that transformed the global textile industry by exporting looms around the world, and another that was the site of a model program of labor-management collaboration in the 1920s. She follows the path of the textile industry from New England, first to the U.S. South, and then to Puerto Rico, Japan, Mexico, Central America, the Caribbean, and Colombia. She considers how towns in Rhode Island and Massachusetts began to import Colombian workers as they struggled to keep their remaining textile factories going. Most of the workers eventually landed in service jobs: cleaning houses, caring for elders, washing dishes. Focusing on Colombia between the 1960s and the present, Chomsky looks at the Urabá banana export region, where violence against organized labor has been particularly acute, and, through a discussion of the AFL-CIO’s activities in Colombia, she explores the thorny question of U.S. union involvement in foreign policy. In the 1980s, two U.S. coal mining companies began to shift their operations to Colombia, where they opened two of the largest open-pit coal mines in the world. Chomsky assesses how different groups, especially labor unions in both countries, were affected. Linked Labor Histories suggests that economic integration among regions often exacerbates regional inequalities rather than ameliorating them.

The past fifteen years have been difficult for the labor movements in industrial countries. Gary N. Chaison addresses questions implicit in the decline of unions in the United States, Canada, Great Britain, Australia, and New Zealand: How and why do labor unions merge under pressure? What role do mergers play in the unions' strategies to deal with membership losses, management opposition, and hostile governments? Are there distinctive national profiles of union mergers?Chaison begins by describing the dynamics of the union merger process as large unions combine with each other in amalgamations, as small unions are absorbed into larger ones, and as local unions affiliate into nationals. He discusses the reasons for mergers, the barriers to consolidation, and the problems of integration which may result. The five chapters that follow are arranged in order of increasing intensity in merger activity, ranging from the United States, where interest in mergers is growing, to New Zealand, where changing legislation has catalyzed an enormous wave of mergers.For each of the five countries considered, Chaison characterizes the industrial relations climate and merger record since 1980, explains landmark mergers, identifies the antecedents, and assesses the chances that a sudden flood of mergers will occur. The final chapter compares the national profiles, extrapolating the significant differences and common threads. Chaison concludes that while mergers can play a critical role in revitalizing labor movements and building the dominant unions of the future, they are not necessarily solving the fundamental economic and political problems that plague unions.

Legitimacy is vital to unions. Without it, they lose political and ideological support, members, and access to funds. Gary Chaison and Barbara Bigelow use the concept of legitimacy as a lens through which to understand the steady decline in union size and influence and to suggest new strategies for union revitalization.Chaison and Bigelow relate legitimacy to five case studies: the UPS strike, the organization of clerical workers at Harvard, the AFL-CIO associate membership campaign, the fight against NAFTA, and the Massachusetts Nurses Association Campaign for Safe Care. The cases show the need for unions to move beyond pragmatic concerns and link their activities to the broader interests of their constituencies, demonstrating not only that they offer something tangible in return for support (pragmatic legitimacy) but also that they are doing the right thing (moral legitimacy).Chaison and Bigelow's work has practical implications for the management of unions' core activities-organizing, collective bargaining, and political action.