A STRATEGIC CHOICE-RESOURCE DEPENDENCE ANALYSIS OF UNION MERGERS IN THE BRITISH AND AUSTRALIAN BROADCASTING AND FILM INDUSTRIES

Since the late 1980s there has been a marked increase in the rate of u nion 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 co ntrol of resources required for organizational survival. Accepting the concept from strategic choice theory that trade unions are able to ex ercise a degree of choice over the way in which they manage and adapt to changes in their external and internal environments, the paper demo nstrates how an integration of strategic choice and resource dependenc e perspectives can explain why organizations behave in different ways and, in particular, why trade union mergers in the film and broadcasti ng industries have occurred. Further, the perspective also explains wh y some trade unions chose not to merge. An integration of resource dep endence theory with strategic choice theory explains why trade unions make particular strategic decisions. Conversely, strategic choice expl ains how organizations acquire resources and manage dependencies. The paper concludes by making the case for an integration of the two persp ectives for future studies of organizational behaviour and change.