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A Strategic Choice–resource Dependence Analysis of Union Mergers in the British and Australian Broadcasting and Film Industries[Note 1. Address for reprints: Grant Michelson, Department of Industrial Relations, ...]
Author(s) -
Campling John T.,
Michelson Grant
Publication year - 1998
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/1467-6486.00110
Subject(s) - restructuring , resource dependence theory , industrial organization , strategic choice theory , business , trade union , strategic choice , merge (version control) , economics , strategic control , marketing , strategic thinking , strategic planning , international trade , microeconomics , finance , computer science , information retrieval
Since the late 1980s there has been a marked increase in the rate of union restructuring and merger in both Britain and Australia. This has been particularly prevalent in the film and broadcasting industries in both countries. This organizational change has largely been triggered by environmental turbulence which has altered the availability and control of resources required for organizational survival. Accepting the concept from strategic choice theory that trade unions are able to exercise a degree of choice over the way in which they manage and adapt to changes in their external and internal environments, the paper demonstrates how an integration of strategic choice and resource dependence perspectives can explain why organizations behave in different ways and, in particular, why trade union mergers in the film and broadcasting industries have occurred. Further, the perspective also explains why some trade unions chose not to merge. An integration of resource dependence theory with strategic choice theory explains why trade unions make particular strategic decisions. Conversely, strategic choice explains how organizations acquire resources and manage dependencies. The paper concludes by making the case for an integration of the two perspectives for future studies of organizational behaviour and change.