ABSTRACT
By 1980, when the J.P.Stevens campaign ended, it was clear that this new phenomenon would become a commonplace of labor-management relations. Whatever their misgivings-and from Hormel we know that they were substantial-labor leaders could not afford to reject out of hand a technique that had demonstrated the potential to enhance their influence. Either with Ray Rogers or without him, labor would find a way to employ the corporate campaign. In the event, that is precisely what happened-the corporate campaign developed along two overlapping but relatively distinctive tracks: one with Rogers and one without him. In this chapter, we take a brief tour of some of the more noteworthy campaigns.
