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Injustice is said to be the cornerstone of collective action, but why is it so important, and how does the way in which it is framed for mobilisation affect the outcomes? This paper compares two lengthy disputes in the Australian electricity industry which demonstrate that a sense of injustice and a history of successful industrial action do not guarantee that a dispute will be resolved to employees’ satisfaction when the wider context is unfavourable. Although leaders of both disputes expressed confidence in success predicated on the outcomes of previous industrial activity, there were specific factors within the industrial, economic and political context which provoked determined employer and government counter mobilisation leading to unsuccessful outcomes for the workers in dispute. The reasons for the poor outcomes are discussed within the context of the framing of the injustice by leaders and the effect of the response of a determined government. [ABSTRACT FROM AUTHOR]