Based on 18 interviews with employees of a multinational food giant operating in Mainland China, this study examined how employees enacted an activist role during a relocation change by adopting various empowerment strategies such as creating opposing identities, framing the target blame, building alliances, making threats, seeking bilateral compromises, and others. These activists successfully pressured top management to change from its nonresponse to negotiation with the union. The significance of this study lies in examining the first self-organized union and internal activism case in a multinational company operating in Mainland China.
ASJC Scopus subject areas
- Sociology and Political Science