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Abstract Union impact research has been hindered by an underdeveloped conceptualization of management response, contributing to inconclusive empirical findings. Integrating the collective voice/institutional response model with the appropriateness framework, we propose that an employee‐focused business strategy is a critical moderating variable in the relationship between union density and organizational outcomes that mitigates the negative effects of unions and enhances the positive effects by sending a clear signal of management's intentions to co‐operate. Using a panel dataset of C anadian organizations over six years, we provide empirical evidence to support our arguments. Implications for theory and practice are discussed.
Pohler et al. (Tue,) studied this question.