ABSTRACT
Union mergers have occurred since the beginning of unionism and are expected to have a number of beneficial consequences. Many analysts seem to agree that mergers have the potential of enhancing bargaining and organizing power, increasing strike funds, reducing jurisdictional disputes, and entailing economies of scale (e.g. Buchanan, 1992; Chaison, 1986; Williamson, 1995). However, as noted by Chaison (1992, pp. 9-10), the ‘costs and benefits of mergers, whether in terms of membership participation or representational and administrative effectiveness, are seldom investigated in a systematic manner’. This implies that the extent to which expected merger outcomes are realized has not been subjected to detailed empirical scrutiny. It also suggests that the knowledge of unintended consequences accompanying intended merger effects is limited. Thus, although mergers may have positive as well as negative effects on members’ attitudes and behaviour (Chaison, 1986), very little is known about such psychological aspects of union structural change.
