Unison and the people side of mergers

This article examines the merger of public service unions which resulted in the creation of Unison, the largest trade union in the UK. It examines the Unison merger from the perspective of the strategic capability of union management(s) to influence the success or otherwise of the merger process. Models and frameworks arising from research into for-profit organisations are used, in particular those of Buono and Bowditch (1989). Use is also made of the more recent work of Cartwright and Cooper (1996). Both studies highlight the importance of the cultural aspects of the merger process. The article concludes that the chosen models illuminate the process and demonstrate the importance of further research to enable a better understanding of the management of trade unions.