Small unions and mergers: evidence from two case studies

Abstract

Purpose

Seeks to investigate decisions by small unions to engage in “transfers of engagement” whereby they are in effect “absorbed” by a larger union.

Design/methodology/approach

Uses case study evidence from two small unions in the UK carpet industry. The study is based on interviews with officials who were involved in the merger decisions, and on supporting documentary evidence.

Findings

The findings show that small unions have significant bargaining strength in merger negotiations and that they use this power to determine when merger is right for them, with whom they merge, and the terms of their transfer.

Research limitations/implications

The case studies rely heavily on evidence from union officials and officers – the authors acknowledge that the attitudes and influence of the wider union membership were beyond the scope of the research. They also propose that it would be valuable to carry out a longitudinal study of the impact of mergers over time.

Practical implications

Suggests that the actions and motivations of small unions, and barriers to their merger, need to feature more centrally in explanations of mergers in the UK.

Originality/value

The paper shows how structural influences interact with individual and group decisions in merger situations. Also provides a useful survey of the literature on aspects of union mergers.

Citation

Palmer, G., Parry, J. and Webb, M. (2005), "Small unions and mergers: evidence from two case studies", Employee Relations, Vol. 27 No. 4, pp. 340-353. https://doi.org/10.1108/01425450510605688