In resource-constrained environments universities increasingly must interact collaboratively and competitively to ensure financial stability. Such interactions are supported by the actions of senior university managers. This study investigated the extent and purpose of the interconnections between members of two groups of pro-vice chancellors (PVCs) with different responsibilities from an established grouping of 16 UK universities (the 1994 Group). Research and teaching occur in different environments, which elicited different actions from PVCs in the same university. PVCs responsible for teaching were almost entirely disconnected from one another, while those responsible for research presented a cohesive network. Drawing on the support of other PVCs, research PVCs collectively lobbied the Higher Education Funding Council for England to influence the resource environment for research, and in small groups secured research funds for their institution. The article argues that these actions may be explained by resource dependence theory. (Contains 1 table and 2 figures.)