Negotiations and Change : : From the Workplace to Society / / ed. by Thomas A. Kochan, David B. Lipsky.

• Superior document: Title is part of eBook package: De Gruyter Cornell University Press Backlist 2000-2013
• MitwirkendeR: Bazerman, Max H.,; Beaumont, Phillip B.,; Bendersky, Corinne,; Cutcher-Gershenfeld, Joel,; Goodman, Paul S.,; Greenhalgh, Leonard,; Heckscher, Charles,; Hoffman, Andrew J.,; Hunter, Laurence C.,; Klein, Janice A.,; Kochan, Thomas A.,; Lewicki, Roy J.,; Lipsky, David B.,; Macduffie, John Paul,; McKersie, Robert B.,; Mckersie, Robert B.,; Preston, Lee E.,; Rousseau, Denise M.,; Rubinstein, Saul,; Susskind, Lawrence,; Walton, Richard E.,; Wever, Kirsten S.,; Wilson, Jeanne M.,
• HerausgeberIn: Kochan, Thomas A.,; Lipsky, David B.,
• Place / Publishing House: Ithaca, NY : : Cornell University Press, , [2018]; ©2002
• Year of Publication: 2018
• Language: English
• Physical Description: 1 online resource (368 p.) :; 13 charts, 20 tables
• Other title: Frontmatter --; Contents --; Acknowledgments --; Introduction --; Part I. The Behavioral Theory of Negotiations --; 1. Conceptual Foundations: Walton and McKersie's Subprocesses of Negotiations --; 2. New Directions in Teaching Negotiations: From Walton and McKersie to the New Millennium --; PART II: WORKPLACE CHANGE AND TACIT NEGOTIATIONS --; 3. Changing Psychological Contracts: Implications for Human Resource Management and Industrial Relations --; 4. Changing Relations between Supervisors and Employees: From Deal Making to Strategic Negotiations --; 5. New Forms of Work Groups: Exocentric Teams Paul S. Goodman --; 6. Leaning toward Teams: Divergent and Convergent Trends in Diffusion of Lean Production Work Practices --; 7. Workplace Justice, Zero Tolerance, and Zero Barriers Mary Rowe --; PART III: TRANSFORMATIONS IN LABOR-MANAGEMENT RELATIONS --; 8. How Process Matters: A Five-Phase Model for Examining Interest-Based Bargaining --; 9. Collective Bargaining and Human Resource Management in Britain: Can Partnership Square the Circle? --; 10. Partnerships and Flexible Networks: Alternatives or Complementary Models of Labor-Management Relations? --; 11. The Truth about Corporate Governance --; 12. Union-Nominated Directors: A New Voice in Corporate Governance --; 13. Negotiating Equality? Women, Work, and Organized Labor in the European Union --; PART IV: NEGOTIATIONS IN OTHER ARENAS --; 14. Applying the Insights of Walton and McKersie to the Environmental Context --; 15. Collective Bargaining and Public Policy Dispute Resolution: Similarities and Differences --; 16. Negotiating Identity: First-Person Plural Subjective Lavinia Hall --; PART V: THE FUTURE OF NEGOTIATIONS --; 17. From the Behavioral Theory to the Future of Negotiations --; References --; Contributors --; Index
• Format: Mode of access: Internet via World Wide Web.
• ISBN: 9781501731686; 9783110536157
• DOI: 10.7591/9781501731686
• Access: restricted access
• Hierarchical level: Monograph
• Statement of Responsibility: ed. by Thomas A. Kochan, David B. Lipsky.

Major changes within and between organizations are now generally negotiated by the parties that have a stake in the consequences of the changes. This was not always so. In 1965, with A Behavioral Theory of Labor Negotiations, Richard Walton and Robert McKersie laid the analytical foundation for much of the innovation in the practice of negotiation that has occurred over the last thirty-nine years. Since that time, however, the field has undergone significant changes, and Walton and McKersie's ideas have been applied to a wide variety of situations beyond labor negotiations.Negotiations and Change represents the next generation of thinking. Experts on negotiations, management, and organizational behavior take stock of what has been learned since 1965. They extend and apply the concepts of Walton and McKersie and of other leaders in the study of negotiations to a broad range of business, professional, and personal concerns: workplace teams, conflict management systems, corporate governance, and environmental disputes. While building on those foundations, the essays demonstrate the continued robustness and relevance of Walton and McKersie's behavioral theory by suggesting ways it could be used to improve the management of change. Returning to its roots, the volume concludes with a retrospective by Richard Walton and Robert McKersie.