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In the Interest of OthersOrganizations and Social Activism$
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John S. Ahlquist and Margaret Levi

Print publication date: 2013

Print ISBN-13: 9780691158563

Published to Princeton Scholarship Online: October 2017

DOI: 10.23943/princeton/9780691158563.001.0001

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Managing Heterogeneity

Managing Heterogeneity

Chapter:
(p.120) Chapter 5 Managing Heterogeneity
Source:
In the Interest of Others
Author(s):

John S. Ahlquist

Margaret Levi

Publisher:
Princeton University Press
DOI:10.23943/princeton/9780691158563.003.0005

This chapter examines how the national-level organizations manage internal heterogeneity across individual members, as well as specific geographically defined subunits. By observing internal opposition to the dominant national leadership of the International Brotherhood of Teamsters (IBT), International Longshore and Warehouse Union (ILWU), and Waterside Workers' Federation (WWF), the chapter compares specific locals within each union. Consequently, it shows the robustness of the larger organizational governance institutions to perturbation once in equilibrium and that, at the local level, workers did not sort in to unions for political or social reasons; rather, they joined where the economic opportunities first appeared. The ILWU and WWF, whose leaders ask member contributions to political projects, pursued active persuasion combined with tolerance. The IBT, on the other hand, invested less in persuasion and employed screening and repression.

Keywords:   internal heterogeneity, national-level organizations, individual members, International Brotherhood of Teamsters, International Longshore and Warehouse Union, Waterside Workers' Federation, economic opportunities, Waterside Workers' Federation

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