Negotiations and Change : From the Workplace to Society


Negotiations and Change : From the Workplace to Society

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  • 製本 Hardcover:ハードカバー版/ページ数 368 p.
  • 言語 ENG,ENG
  • 商品コード 9780801440076
  • DDC分類 658.4042


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.

Full Description

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.

Table of Contents

Acknowledgments                                    ix
Introduction 1 (14)
Part I: The Behavioral Theory of Negotiations
Conceptual Foundations: Walton and 15 (5)
McKersie's Subprocesses of Negotiations
Thomas A. Kochan
David B. Lipsky
New Directions in Teaching Negotiations: 20 (17)
From Walton and McKersie to the New
Leonard Greenhalgh
Roy J. Lewicki
Part II: Workplace Change and Tacit
Changing Psychological Contracts: 37 (17)
Implications for Human Resource Management
and Industrial Relations
Denise M. Rousseau
Changing Relations between Supervisors and 54 (16)
Employees: From Deal Making to Strategic
Janice A. Klein
New Forms of Work Groups: Exocentric Teams 70 (24)
Paul S. Goodman
Jeanne M. Wilson
Leaning toward Teams: Divergent and 94 (23)
Convergent Trends in Diffusion of Lean
Production Work Practices
John Paul MacDuffie
Workplace Justice, Zero Tolerance, and Zero 117(24)
Mary Rowe
Corinne Bendersky
Part III: Transformations in Labor-Management
How Process Matters: A Five-Phase Model for 141(20)
Examining Interest-Based Bargaining
Joel Cutcher-Gershenfeld
Collective Bargaining and Human Resource 161(28)
Management in Britain: Can Partnership
Square the Circle?
Phillip B. Beaumont
Laurence C. Hunter
Partnerships and Flexible Networks: 189(16)
Alternatives or Complementary Models of
Labor-Management Relations?
Saul Rubinstein
Charles Heckscher
The Truth about Corporate Governance 205(18)
Lee E. Preston
Union-Nominated Directors: A New Voice in 223(21)
Corporate Governance
Robert B. McKersie
Negotiating Equality? Women, Work, and 244(13)
Organized Labor in the European Union
Kirsten S. Wever
Part IV: Negotiations in Other Arenas
Applying the Insights of Walton and 257(12)
McKersie to the Environmental Context
Max H. Bazerman
Andrew J. Hoffman
Collective Bargaining and Public Policy 269(10)
Dispute Resolution: Similarities and
Lawrence Susskind
Negotiating Identity: First-Person Plural 279(22)
Lavinia Hall
Charles Heckscher
Part V: The Future of Negotiations
From the Behavioral Theory to the Future of 301(14)
Robert B. McKersie
Richard E. Walton
References 315(20)
Contributors 335(8)
Index 343