Abstract
In his seminal book, Success While Others Fail: Social Movement Unionism and the Public Workplace, Paul Johnston argues that the success of any collective action conducted by public sector unions depends upon 1) the capability of the union to formulate its demands in terms of the “public interest” and 2) the capacity of the union to construct coalitions that may incorporate clients, other public sector employees in the agency, the agency’s supervisors, politicians, etc. during the collective actions. This hypothesis was tested by investigating 11 firefighter union strikes that occurred throughout Illinois from 1968 to 1980. It was determined that strike success was dependent on the union being able to create successful coalitions but not on the union’s ability to base its demands in public interest terms.
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