Strategic innovation in US anti-sweatshop movement

In this paper, I analyze the ways in which the US anti-sweatshop movement – particularly United Students Against Sweatshops and the Worker Rights Consortium (WRC) – has engaged in a process of strategic innovation in the face of new challenges. While scholars of social movements have studied the outcome of this process – strategy – there has been less attention to the process of how movements develop strategy – strategizing. This involves a dialectic between experience, consolidated in the form of strategic models, and ideology, that is the values, social theory, and norms of the movement. When the movement encountered new obstacles, they engaged in strategic innovation through a process of democratic deliberation where they reflected on their past experiences. During this phase, the anti-sweatshop movement drew on their ideology of worker empowerment to help them decide what goals they wanted to achieve and to make sense of how their social environment was creating obstacles for them. Their ideology served as an interpretive-analytic lens through which they reflected on and learned from their past experiences. In this paper, I focus on two periods of innovation in the anti-sweatshop movement: first, the development of the WRC as an independent monitor of apparel companies and second the development of the Designated Suppliers Program as a new means of disciplining them to respect workers’ rights.