The dynamic nature of collective bargaining becomes apparent when explained
in terms of communication theory. In this paper the authors develop a four-
phase communication model to describe the various relationships between labor
and management.
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References
1.
R.E. Walton and R.B. McKeisie, A Behavioral Theory of Labor Negotiations, New York, McGraw-Hill, 1965, p. 104.
2.
An excellent development of strategy in this sense is presented in an article by Bruce D. Henderson , "Brinkmanship in Business," Harvard Business Review, March-April, 1967, pp. 49-55.
3.
See, for example, Walton and McKeisie's discussion of "tacit" communication, pp. 98-102.
4.
See, for example, David K. Berlo's discussion of role behavior in The Process of Communication, New York, Holt, Rinehart and Winston, 1960, pp. 140-142.
5.
This situation is difficult to prove due to its subrepetitious and nonquantifiable nature. For the interested reader much insight can be gained from Albert A. Blum's article, "Collective Bargaining: Ritual or Reality?" Harvard Business Review, November-December, 1961, pp. 63-69.
