Cooperation and change in union settings: Problems and opportunities
基于33个工会与管理层关系的长期访谈数据，分析了实施合作策略的三个阶段问题，对政府、管理层和工会均有启示。
Abstract This article examines the increased levels of change and cooperation that have recently occurred in union settings. The article reports the results of interview data from 33 union/management relationships studied over a four‐ to seven‐year period. The types of change programs discussed include productivity sharing plans, (for example, Scanlon, Rucker, and Improshare plans), area and in‐plant labor/management committees, quality circles, and quality of work life projects. The focus of the article is on the problems of implementing cooperative strategies. These occur at three stages in the process: (1) establishing the cooperative framework; (2) establishing the boundaries between the cooperative and adversary processes; (3) factors interfering with continuing commitment. The author concludes with a discussion of the implications for government, management, and unions.