The usefulness of a theory of social movement within organizations is tested within the California State University and Colleges. The drive for implementation of collective bargaining in the system is viewed as a form of intraorganizational insurgency, a collective action to improve the position of a discontented lower-level group, in conflict with higher-level decision-makers, by shifting organizational conditions in its favor. A causal model is developed in which faculty commitment to collective bargaining is seen as a function of trust in incumbent authorities, legitimization of faculty organizations, trust in the faculty senate, personal efficacy, felt deprivation, expectations of collective bargaining's impact, and general political orientation. Two components of faculty commitment are considered: expressed support and militancy (support for strikes and other militant activities). The analysis reinforces the view that social movement theory provides a useful approach to analyzing organizational phenomena, and further development of the approach in the university setting is felt to be warranted. Consideration of interaction effects of these and other possible variables is seen as worthwhile, and testing in other universities is suggested. Success and failure of insurgency in different institutions is also recommended. (MSE)