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The pattern of adoption of high-performance work practices (HPWPs) has been explained in terms of strategic contingency and in terms of union presence. We compare the post-deregulation / privatization changes in work practice at AT&T, Bell Atlantic and BT. On the basis of these cases, we argue that the choice of new work practices should be understood as a consequence not only of the company's resources or changes in its environment, nor of a simple union presence, but also as a consequence of the practices’ affects on union power, the nature of the union's engagement, and the union's strategic choices. 1 We are grateful to two anonymous referees for their comments. 2 Correspondence address: Matias Ramirez, Brunel Business School, Brunel University, Uxbridge, Middlesex, UB8 3PH, UK. Email: matias.Ramirez@brunel.ac.uk

Contested resources: unions, employers and the adoption of new work practices in US and UK telecommunications