Using a single case study approach this paper provides empirical evidence about managerial practices in a small, non-unionised firm which represents many of the features characteristic of the black-hole of no unions and no HRM''. The efficacy of recent union organising strategies is explored against the context'' of pleasant and unpleasant employee experiences, paternalistic management and labour and product markets. It is argued that the ideology of a ``family culture'' is a significant barrier to a new organising model of unionism. Consequently, the evidence supports the case that small family-run firms can be exploitative and state support may be necessary to extend voice and collective representation.