Interest‐based bargaining: achieving improved relationships through collaboration

Abstract

Purpose

The purpose of this paper is to evaluate the use of interest‐based bargaining as opposed to traditional adversarial bargaining when negotiating collective agreements in unionized libraries.

Design/methodology/approach

This paper explores existing theory, research and practice on the use of interest‐based bargaining in labor negotiations. It accomplishes this goal through a review of relevant literature and case studies, concentrating on practical application in a typical library labor environment. Two specific implementation models are described and the benefits and limitations of interest‐based bargaining are presented, supported by evidence from multiple examples.

Findings

Interest‐based bargaining offers significant benefits to organizations that adopt this approach when negotiating collective agreements, including improved working relationships between management and workers and longer term solutions to problems and issues. Library managers in unionized libraries could realize these benefits by implementing interest‐based bargaining strategies in coordination with a supportive union.

Research limitations/implications

There is very little literature dealing with interest‐based bargaining in a library environment, so extrapolations from other industry examples have been used to illustrate the strengths of this approach.

Practical implications

Given the potential benefits of using collaborative negotiation approaches, and the increasing adoption rate in other labor industries including comparable public sector organizations, libraries have much to gain by investigating this option as either an alternative or an adjunct to traditional adversarial collective bargaining.

Originality/value

The paper presents a solid case for exploring the use of interest‐based bargaining in a library context.

Citation

Hargrove, S. (2010), "Interest‐based bargaining: achieving improved relationships through collaboration", Library Management, Vol. 31 No. 4/5, pp. 229-240. https://doi.org/10.1108/01435121011046308