ABSTRACT
Employers’ Organizations (EOs) were key actors within the post-war political economies of Western countries. But as collective Employment Relations declined, a corresponding EO decline was often assumed by the literature although this assumption was rarely tested through research. Our book contributes to a more recent literature on EOs by arguing that they are resilient organizations that adapt to changing circumstances by developing new practices to ensure organizational survival. This broader argument builds on the more recent EO literature, including the chapters in this volume, within which five main trends can be identified. First, EO adaptation to changing socio-economic contexts has been studied in new country contexts. Second, distinct types of EOs exist beyond those that bargain collectively, including those targeting structures and regulation above and below national levels. Third, the role of EOs in regulating ER evolved as collective bargaining declined and unilateral voluntary employment regulation grew. Fourth, political representation of EOs has seen a great emphasis on lobbying in some contexts, while tripartite concertation has remained important in others. Fifth, adaptation of member services is a constant theme but is especially clear where collective regulation has declined most, prompting EOs to develop new services to maintain revenues.
