Bargaining Outcomes with Double-Offer Arbitration

Increasingly, arbitration is becoming used to resolve bargaining disputes in a variety of settings. Reducing dispute rates is often listed as a main goal in designing arbitration mechanisms. Conventional arbitration and final-offer arbitration are two commonly used procedures, but theoretical examinations of these arbitration procedures show that disputants’ final bargaining positions do not converge and disagreement is likely. This article contains results from a set of experiments designed to compare bargaining outcomes under the two commonly used arbitration procedures with outcomes under an innovative procedure called “double-offer” arbitration (Zeng et al., 1996). This procedure requires that disputants make two final offers at impasse: a primary and a secondary offer. The arbitrator evaluates the pairs of offers using a linear criterion function, and theory suggests the secondary offers converge to the median of the arbitrator’s preferred settlement distribution. Because the procedure’s rules are that convergence of offers generates a settlement at those offers, this theoretical convergence result implies that arbitration is not needed in the end. Experimental results indicate that dispute rates in double-offer arbitration are, on average, about the same as dispute rates in conventional arbitration. However, other results show reason to favor double-offer arbitration. Specifically, in repeated bargaining, there is concern over whether use of an arbitration procedure becomes addictive and makes bargainers more likely to use the procedure in the future-a “narcotic effect.” The data show that double-offer arbitration is non-addictive, whereas both conventional and final-offer arbitration are.     

资源型城市土地资源与矿产资源冲突问题分析

我国资源型城市的发展遇到难题,破解这一难题是当前的重大任务.引起资源型城市发展困难的一个原因就是土地资源与矿产资源的冲突.因此,资源对土地的补偿是恢复土地生产力和资源型城市发展的一个重要方面.在对资源开发的同时,应对土地的破坏作出必要适当的补偿.     

Hypocrisy pay

Emotional labor—putting on an act asrequired explicitly orimplicitly in work situations-is very often psychologically, emotionally, and mentally damaging to most employees. As for soldiers in wartime who receive combat pay, it is suggested that such employees be specially compensated for their emotional labor with hypocrisy pay. Another solution is to select only those who are immune to such stress for jobs involving emotional labor—an ideal that probably cannot be achieved in all cases. Another assessment is that such special compensation is unwarranted.     

Deriving benefits from conflict resolution: A macrojustice assessment

Effective conflict resolution procedures serve to minimize dysfunctional effects of conflict and maximize functional effects. In the literature on conflict resolution procedures, the effectiveness of procedures has been evaluated primarily from the perspective of the individual. This article suggests that a system-level analysis of the pattern of outcomes resulting from different conflict resolution procedures is a necessary component in formulating a comprehensive framework for the design and evaluation of conflict resolution systems in organizations. The analytic questions addressed by this study concern associations between resolution procedures and outcome patterns in a system created specifically for conflict resolution within organizations: the grievance system. The pattern of outcomes was found to vary with the conflict resolution procedure. It is suggested that this has important implications for effective conflict resolution systems.     

Rock Paper Scissors

Rock Paper Scissors is used to resolve conflict when a compromise is not possible. Individuals playing ``games' tend to have biases they prefer to play. I show that Rock Paper Scissors with biased players results in a player with a high valuation for winning being victorious with a probability greater than a player with a low valuation. Thus, it frequently achieves the efficient outcome. Furthermore, as the benefit to victory increases for all players, victory for each player becomes equally likely. Therefore, it is often efficient for minor conflicts while it performs no better than a coin-flip for major conflicts.      

组织内部冲突动因的层次分析及管理对策

冲突是组织不可避免的现象。组织内部冲突作为组织冲突的研究重点,对其动因进行分析可为组织冲突管理的有效进行提供指导。从理念、制度、技术三个层次对管理实践中组织内部冲突的动因加以分析,提出建立新型的包容冲突的组织文化,实现组织结构变革和技术改进的管理对策。     

项目团队的冲突协调机制及其博弈分析

项目团队中存在的冲突是影响团队有效构建与和谐发展的重要因素。如何正确而客观地理解和认识项目团队中存在的冲突以及这些冲突之间的关联关系,则直接影响到项目团队的管理和协调。在系统梳理项目团队中产生冲突原因的基础上,利用团队中存在的任务履行冲突与团队成员在情感上冲突之间的关联关系,分析并得到了利用团队成员在情感上的相互支持关系,来促进任务履行中冲突的协调机制。     

All in the family or public? Law and appropriative costs as determinants of ownership structure

We examine how the legal protection of outside shareholders and the appropriative costs that they induce influence the incentives for private firms to go public. A higher degree of protection of shareholders can increase the appropriative costs associated with the conflict between managers and shareholders. To counteract this effect the managers/owners increase the share of the firm they retain so that, overall, higher protection of outsiders increases the likelihood of going public. In addition, we examine how the share of funds raised used to finance the firm affects both appropriative costs and the decision to sell.For helpful comments we thank participants at the conference on Corporate Governance at UC Irvine (February 2002), seminar participants at the Athens University of Economics and Business, and worskshop participants on the New Organization of Labour at the 2002 CESifo summer Institute in Venice. Skaperdas gratefully acknowledges support from a grant for Research and Writing from the John D. and Catherine T. MacArthur Foundation.     

The transformational management of conflict: A perspective from the early Christian church

An understanding of transformational leadership has been developed for many spheres of management, but not previously for organizational conflict. This paper analyzes a successful conflict mediation attempt in the early Christian church and draws from it elements of a model of the transformational management of conflict that can be applied by managers in many contemporary work organizations. The elements include (a) reframing the conflict, (b) a focus on a shared organizational vision, (c) the placement of responsibility for dispute resolution in the hands of organizational members directly and indirectly involved in conflict, and (d) the use of communication devices consistent with the desired outcome. The paper suggests skills necessary for managers to implement the model and implications for research on it.     

Introduction to the special issue on positive conflict—Conflict and employees: The right and processes to be heard

Conflict, defined as clash, competition, or mutual interference of opposing or incompatible forces or qualities, may be positive. The appropriate amount of conflict may be a delicate balance not easily achieved. Thus, a key issue is conflict management. The major charter of this special issue is the presentation of work which suggests or demonstrates that conflict can be a positive force in the modern organization. It also is pointed out that conflict, positive or otherwise, and its resolution involves a broad spectrum of inquiry into the rights and obligations of those involved in the conflict