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This monograph considers a further set of state and statutory functions which are connected with collective bargaining and to examine whether or not there effectively existed, or exists, directly and indirectly, encouragement for the promotion of collective bargaining.

Based on our formulation of a three‐dimensional model of conflict issues (Gain/Loss, Right/Wrong, and Correct/Incorrect), we attempted to examine a structure of issues and their relationships with the conflict concerns and the use of resolution strategies. Having Japanese business employees rate their organizational conflicts, we verified the three‐dimensional structure of conflict issues. Further, the structural equation analysis revealed the Correct/Incorrect issues evoked the concern for group performance, which in turn encouraged collaborative strategies; Right/Wrong issues evoked the concern for group order, which instigated confrontational strategies; and Gain/Loss issues evoked the concern for personal interest, which prompted avoiding strategies. Thus different types of conflict issues evoked different response strategies. Our findings implied that the management of issues contributes to constructive settlement of organizational conflicts.

In his review of theoretical and empirical research on grievance procedures, Lewin (1999) states that the “grievance procedure is widely regarded by scholars and practitioners as the centerpiece of union-management relations.” It is somewhat strange, then, that a trawl through British industrial relations publications for the 1980s and 1990s reveals very few dealing with the process for resolving employment disputes in unionised workplaces (usually articles about industrial tribunals, now called employment tribunals). Given this paucity of studies in unionised workplaces, it is less surprising that almost no research has been published recently on how employees and management in non-union firms go about dealing with individual conflict in the workplace today.

The purpose of this paper is to explore board functions and their location in family firms.

Through structured induction in a four-case study of medium-sized Swedish family firms, the authors demonstrate that board functions can be located in other arenas than in the common board and suggest propositions that explain their distribution.

(1) The board is but one of several arenas where board functions are performed. (2) The functions performed by the board vary in type and emphasis. (3) The non-family directors in a family firm serve the owners, even sometimes governing them, in what the authors term “bidirectional governance”. (4) The kin strategy of the family influences their governance. (5) The utilization of a board for governance stems from the family (together with its constitution, kin strategy and governance strategy), the board composition and the business conditions of the firm.

Being a case study the findings are restricted to concepts and theoretical propositions. Using structured induction, the study is not solely inductive but still contains the subjectivity of induction.

Governance agents should have an instrumental view on the board, considering it one possible governance arena among others, thereby economizing on governance.

The institutional pressure toward active boards could paradoxically reduce the importance of the board in family firms.

The board of a family company differs in its emphasis of board functions and these functions are performed with varying emphases in different governance arenas. The authors propose the concept of kin strategy, which refers to the governance importance of the structure of the owner and observations on bi-directional governance, indicating that the board can govern the owners.

The purpose of this paper is to ascertain whether different types of institutional investor in Malaysia are involved in the corporate governance of their investee companies, and, if yes, to what extent is the level of the involvement.

A qualitative approach, consisting of a series of interviews with 18 senior investment managers of different types of institutional investor, was chosen.

The findings suggest that lessons learnt from the fallout of the Asian crisis has made Malaysian institutional investors not only to be more prudent in managing their total funds and in making equities investment decisions, but has resulted in a more active participation in their “core” investee companies apart from merely discharging their voting rights. Interview analysis revealed that government-linked investment companies are championing the cause and could possibly affect the overall level of institutional investors’ involvement, which bode well for the future of the corporate governance system of the country.

Generalisations may be an issue when interviews are used as the method of inquiry. Also, the sample is not random, as access to many managers depended on recommendations. In addition, respondents were consciously selected to obtain different types of institutional investors that included government and non-government linked.

There is a lack of work on studying the involvement of institutional investors in developing countries, whereby previous work and literature review were predominantly based upon the experience of Western economies.

To examine whether auditor‐client relationships have an effect on the decision by an auditor to remove an audit qualification.

The paper tracks the event history of a sample of firms from the issuance of a first time audit qualification for going concern and non‐going concern contingencies (initial qualification issued between 1983 and 1987, all pre Statement of Auditing Standard (SAS) 58) to the issuance of a clean opinion (up through 1995 when SAS 79 was issued). Attachment theory provides a theoretical framework for the variables analyzed and discrete time survival analysis is used as the statistical method in the analysis so as to evaluate each company year from the initial unclean opinion to the year a clean opinion is issued.

It is found that interpersonal and interorganizational attachment has a significant impact on those opinion decisions that require more auditor judgment (i.e. going concern).

This study examines the linkage between auditor tenure and audit quality in a broader context than has been examined to date. Using attachment theory for the foundation, auditor tenure can be viewed as but one measure of the attachment between auditors and clients. In this study, a number of measures of both interpersonal and interorganizational attachment between auditors and clients are included. Further, auditor opinion judgments are examined as a determinant of auditor quality. Finally, discrete‐time survival analysis is employed which allows the tracking of the entire event history from initial qualification to removal of the qualification, something not possible with most standard statistical techniques.

This article is an attempt to increase knowledge of the best conditions for application of a programme of quality circles. It suggests that before applying such a programme, the top management team must clarify: the purpose of application, the ways to use the circles, and analyse the organisational characteristics, especially the organisation culture. The search for such coherency will contribute to the success of the programme.

This paper aims to examine an attempt by an organisation to address the significant problem of bullying and harassment. In doing so the paper particularly centres on the question of how the relative success of bullying and harassment policies might be measured.

The paper is based on a quantitative longitudinal study of a single organisation.

The findings revealed that there was a significant reduction in perceptions of bullying in the organisation. The level of trust in senior management, however, was not enhanced as a result of the success.

The study emphasises the need for further research on measuring the outcomes of bullying and harassment policies and also work is required to further the understanding of trust between senior management and their workforce.

The paper highlights the importance, and difficulties, in assessing the success of policies such as bullying and harassment. In many respects this paper contains a mixed message for senior managers. Employees may acknowledge the impact of management actions on reducing the level of bullying and harassment but was not associated with a noticeable improvement of trust in senior management.

There is a plethora of literature on understanding the complexities and effects of workplace bullying. The literature, however, is relatively silent on the issue of measuring success of a policy and this paper seeks to contribute discussion on the subject.

This study systematically explored the role of a range of emotions in the conflict process. In order to do so, we articulated and tested a typology of discreet conflict‐relevant emotion constructs. Emotions were demarcated by the two dimensions of self‐concern versus other‐concern, and motives to approach or withdraw from the other party or conflict. This typology produced four emotion constructs: hostility (self‐focused approach), self‐conscious emotions (self‐focused avoid), relational positivity (other‐focused approach) and fear (other‐focused avoid). Self‐ and other‐blame and self‐ and other‐concern were proposed as cognitive antecedents of emotions and choice of conflict resolution strategy. We measured individual behavior in the conflict using the conflict resolution strategy scale (Rahim & Magner, 1995). A critical incident survey technique was used to gather data on people's self‐report of a conflict experience. We also explored the contextual effects of conflict issue and relative status. Results brought into question the general hypothesis that emotions mediate the effects of cognitive appraisals on choice of conflict resolution strategy. However, there were consistent patterns in the direct links between cognitions, emotions and conflict resolution strategies that shed further light on the complex relationships between these variables.

This paper investigates the adoption, structure, and function of dispute resolution procedures in the nonunion workplace. Whereas grievance procedures in unionized workplaces have been an important area of study in the field of industrial relations, research on dispute resolution procedures in nonunion workplaces has lagged behind. As a result, our knowledge of the development of nonunion procedures remains relatively limited. Similarly, with a few noteworthy exceptions (e.g. Lewin, 1987, 1990), our knowledge of workplace grievance activity is almost entirely based on research conducted in unionized settings. Given the major differences in the institutional contexts of union and nonunion workplaces in the United States, existing ideas about workplace dispute resolution developed in the unionized setting will likely require significant modification in order to understand dispute resolution procedures and activity in the nonunion workplace. Issues relating to dispute resolution in the nonunion workplace are of increasing importance to public policy given the combination of continued stagnation in levels of union representation and mounting concerns over rising levels of employment litigation in the courts. Knowing what nonunion dispute resolution procedures look like and how they function will help answer the question of what role these procedures may play in the future governance of the workplace.