Abstract
Considerable progress was made in the last decade in integrating the behavioral sciences into the study of various industrial relations topics. Perhaps the most progress was made in developing behavioral models of the negotiations process, strikes, and impasses and the various procedures for conflict resolution. Behavioral models of the organizational characteristics of trade unions, particularly their structure, internal democracy, membership participation, and overall effectiveness have also been developed (Child, Loveridge, and Warner, 1973; Anderson, 1977). Models of organizational change under collective bargaining have been proposed (Kochan and Dyer, 1976), and the process of changing the work environment in unionized organizations has been studied empirically (Goodman, 1979).
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Kochan, T.A. (1982). Toward a Behavioral Model of Management under Collective Bargaining. In: Bomers, G.B.J., Peterson, R.B. (eds) Conflict Management and Industrial Relations. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-1132-6_10
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DOI: https://doi.org/10.1007/978-94-017-1132-6_10
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