Union mergers as a revitalization strategy: The case of ver.di in Germany

Many unions engage in mergers as a revitalization strategy. However, there is little evidence to suggest that revitalization is a common merger outcome. This paper outlines the logic of mergers as a strategic choice for revitalization and establishes that the success of a union merger can be gauged by comparing merger goals with merger outcomes. Many unions expect that merging will lead to revitalization by increasing their membership, bargaining power and political influence. In a case study of the German service sector union Vereinte Dienstleistungsgewerkschaft (ver.di), which was formed by a merger of five unions in 2001, the paper then discusses how to assess post-merger developments in membership, bargaining power and political influence. It finds that in all three areas, the ver.di merger falls short of expectations