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Books > Business & Economics > Business & management > Ownership & organization of enterprises > Takeovers, mergers & buy-outs
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Trade Union Merger Strategies - Purpose, Process, and Performance (Hardcover, New)
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Trade Union Merger Strategies - Purpose, Process, and Performance (Hardcover, New)
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As Trade Union membership has declined, union mergers have been
prominent features in strategies of revitalization. Yet, there is
very little systematic and empirical research into the effects of
union mergers on the unions actually merging or of their impact on
the wider union movement. This ground-breaking study fills this gap
with its in-depth analysis of British unions' mergers since 1978:
the point at which British unions moved from growth into decline,
primarily due to adverse and damaging changes in the British
industrial relations climate.
Initially the book describes the merger processes (transfers and
amalgamations) and the extent of British unions' merger activities.
This is placed in context by an examination of the generally
hostile environment in which such mergers were sought and
concluded. The different non-merger strategies adopted by unions to
mitigate their membership loss and reduced political status are
also assessed. In the body of the text the focus is on: the factors
shaping unions' merger searches; the consequent merger
negotiations; and the merged unions' subsequent performance.
Because of the distinctly different opportunities for reform
offered by transfers, as against amalgamations, the book examines
each, in turn, in Parts 2 and 3.
The interpretative framework adopted for analysing transfers and
amalgamations addresses the following elements of unions'
interests: members' job territories; political objectives and
means; democratic ethos and government; administration (including
finance); and leaders' imperatives. Drawing on a wealth of material
gathered over the past 20 years via surveys, interviews and action
research the different purposes andperformances of the merged
unions are critically assessed. It is concluded that transfers
served to generate a limited range of improvements, generally of
advantage to the minor partner union. In contrast, amalgamations
are found to have the potential to transform many aspects of union
organisation. However, in practice, they also tended to generate a
number of unintended and unwelcome consequences. In conclusion
mergers' contributions to the revitalization of the wider British
trade union movement are also discussed.
This authoritative study of British unions' merger strategies is
essential reading for all those interested in the future of trade
unions and the potential mergers offer for generating significant
reforms. Academics and students in employee relations, industrial
relations, HRM and labour history should also find it useful for
increasing their understanding of how unions have responded to
changes in the economic and political context. Policy makers and
union practitioners should also gain insights into the kinds of
problems associated with unions' structural reforms.
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