Suchergebnisse

The 19th century marks the transition from former provinces subject to Spanish colonial rule and the birth of independent states in the Central American region and the American continent in general. The former Captaincy General of Guatemala was divided into the five states that after failed attempts to preserve their unity ended up becoming the current republics of Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica, nations that sought different ways and at different times to build their own identity and develop their image as companies free from any foreign domination. Free perhaps in the political or economic sense, but not so culturally, since many officials and intellectuals in the region longed to appear European societies, copying architectural styles, customs, and ideas from nations beyond the ocean. In the case of Honduras, it is in times of the Liberal Reform towards the last quarter of that century, that the Honduran State looks at the example of El Salvador and its monuments in honor of Francisco Morazán (1792-1842) when the idea of honoring in sculptural ensembles the memory of illustrious Hondurans who helped to cement an idea of a Honduran nation. It starts then an institutional policy to give a cultured image to the newly named capital Honduran: Tegucigalpa, which replaced Comayagua in 1880 as the seat of the three powers of State and whose economic growth and political influence should also be reflected in the decoration and adornment of its public spaces. ; El siglo XIX marca la transición de antiguas provincias sujetas al dominio colonial español y el nacimiento de Estados independientes en la región centroamericana y el continente americano en general. La antigua Capitanía General de Guatemala se dividió en los cinco Estados que luego de fallidos intentos de conservar su unidad terminaron convirtiéndose en las actuales repúblicas de Guatemala, El Salvador, Honduras, Nicaragua y Costa Rica, naciones que buscaron de distintas maneras y en diferentes momentos construir su propia identidad ...

This thesis seeks to contribute to the understanding of European labor organization by focusing on two guiding questions: (1) How can a framework integrating (competing) logics explain the current form of European trade union organization? and (2) Which critical junctures explain the formation and stabilization of the present form of European trade union organization? The practical implications of the findings highlight the importance of political incentives for non-governmental cooperation on the European level as well as the role of cross-national community building, lobbying activities and clear coordination strategies with global partners for European trade unions. A longitudinal single case study of the European Federation of Building and Woodworkers from the 1950s to ca. 2015 was selected as an extreme case since pressure for European coordination in this industry is particularly high while competitive pressures among workers are also especially intense. European associations are explained by an interplay of the multilevel logics of influence, membership, and administration (Schmitter and Streeck 1999 [1981], Child et. al. 1973; Donaldson and Warner 1974). These diverse logics entail conflicting rationalities leading to potentially constraining conflicts. The current form of Europeanization in the construction sector was established in the mid-1980s to 1990s when critical developments in all three logics set the federation in its current organizational form with the role of coordinating non-binding standards: Commission funding and Posted Workers legislation triggered increased joint activities coordinated by the European federation (influence), a highly motivated administration had the will and energy to create European organizational structures (administration) and a growing and more diverse membership needed a European federation to provide information and conduct lobbying activities (membership). The conclusions indicate that although unions in the construction sector have expanded their organizational ...