In 1990 workers at a metal sheet factory in Ravenwood in West Virginia in USA were fired. Scabs were imported. The answer of the local steel workers’ union was a campaign which came to last for two years. The target was the international corporation – owned by a Swiss billionaire –that owned the factory. The union and their supporters succeeding in mapping his property network. They campaigned on the local level, activated the work security authorities (Arbeidstilsynet) and pressed his customers in USA not to buy his products. They also linked to trade unions in Switzerland, to his bank and hindered him in buying property elsewhere. In all there were campaigns in 28 countries. In 1992 the Ravenwood steelworkers won. Others have not been that successful.

The challenges, hindrances and problems are obvious – ranging from practical issues of communication to suppression and conflicting interests among wage earners. How does a local shop steward act when a car producing company such as Volvo stages a competition between its plants – which one produces, not only in the most effective way, but at the lowest costs due to acceptance of shrinking pay and less social benefits? Shall this shop steward resign and accept the new terms? Shall he or she accept the closure of the factory? Shall he try to reach out to colleagues in the plants in other branches of the company? This logic also works between countries – by offering the most business friendly conditions. Sometimes the problems and counter forces seem overwhelming.

Yet there are important instances of agency, even several instances of successful actions and policies. This will be pursued in our group.