The purpose of this article is to understand better how specific conditions such as the degree of trust developed from previous negotiations, the level of expertise/style demonstrated by the negotiators, the clarity of the bargaining issues and the ability of facilitators to use problem solving‐based techniques affect the success of an integrative collective bargaining process.
The researchers propose that cooperation may be affected by specific conditions. These key conditions were used in the analysis of two Canadian public sector collective bargaining experiences where two of the authors served as consultants and lead negotiators within the British Columbia public sector.
Based on the analysis of two public sector collective bargaining experiences, it is suggested that ensuring the clarity of the bargaining issues was an important catalyst in moving the bargaining agenda forward. In addition, the previous negotiations and the expertise/style of the negotiators were important in the fragile level of trust which developed. No one condition was responsible for the success of collective bargaining. Rather, various conditions are jointly important and supportive to the overall success of the collective bargaining process.
As a limitation, this research is exploratory in nature and cannot be generalized to other collective bargaining situations. However, the case studies and its subsequent analysis are intended to provide a template for expanded study of collective bargaining and the mutual gain process by suggesting that the process (medium) surrounding the intervention is as important as the intervention itself.
For practitioners, particularly labor relation specialists, the article provides a suite of conditions and practical strategies that may influence the cooperative nature of bargaining within their respective organization.
This case study paper provides a conceptual framework for both scholars and practitioners to deconstruct and analyze inter‐organizational dynamics within a collective bargaining process.
Caverley, N., Cunningham, B. and Mitchell, L. (2006), "Reflections on public sector‐based integrative collective bargaining: Conditions affecting cooperation within the negotiation process", Employee Relations, Vol. 28 No. 1, pp. 62-75. https://doi.org/10.1108/01425450610633064Download as .RIS
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