Professional Negotiations in Education

I have identified three pure types of employed professional relationships: (1) the general employed professional model, (2) the ideal academic professional model, and (3) the professional union model. Experience with these models, in particular a review of the California approach to professional negotiations in public education, leads to a forecast that organizations of professional employees—both those which call themselves unions and those which do not—will increasingly take their ideology and their rhetoric from the general employed professional model, their goals and status aspirations from the academic model, and their tactics from the union model. In brief, they will do their best to look and sound like professional societies, but, if necessary, will act more like unions.     

Testing a Behavioral Theory Model of Labor Negotiations

The Behavioral Theory we have developed stands up well and helps us gain a better feeling for the behavioral dynamics of collective bargaining. As expected, economic variables such as bargaining power and the estimated cost and probability of a work stoppage are important determinants of bargaining behavior. Nevertheless, the variables have a differential effect on bargaining goals, with strong bargaining power and low probability of a strike contributing to both distributive and integrative bargaining, whereas high expected costs of a strike help to persuade constituents to support their negotiators (intraorganizational bargaining). Thus we see the roie of intraorganizational bargaining as an alternative to being able to obtain a better settlement from the opponents. Attitudinal structuring seems to be more closely tied to integrative bargaining than was indicated by Walton and McKersie. Furthermore, there seems to be less direct conflict between the tactics used in integrative bargaining and those used in distributive bargaining than predicted by theory. Perhaps the mixed nature of most bargaining keeps the majority of negotiators from applying all-out distributive tactics. At any rate, strong bargaining power, constructive relationships, clear and specific statements of issues, as well as exploring them in a noncommital fashion, seem to aid both distributive and integrative bargaining. We uncovered a number of relationships which varied significantly according to the side (labor or management) and/or team role (chief negotiator or other team member) of the respondent. Although we feel they should be included in the theory of bargaining as moderator variables, and have thus included them in our model, we have only hinted at their impact in this paper. Overall, bargaining behavior and conditions seem to have as much effect on bargaining success as do the economic variables. Of course, we did not measure every possible economic variable, but neither did we examine all possible tactics. Our study confirms that collective bargaining is an interpersonal, attitudinal process as well as an economic one and that there are several distinct goals for the process. We have also demonstrated that, despite problems of locating current negotiations and obtaining an adequate rate of response, field study of the behavioral aspects of collective bargaining is feasible. We hope that investigations along this line will continue.     

组织支持感与组织承诺——基于职业成长与组织公平的研究

本文以25个省份400名员工为样本,从员工感知角度评价组织支持对组织承诺的影响,并引入职业成长和组织公平作为中介变量和调节变量构建研究模型。实证结果表明：组织支持感直接对组织承诺产生显著正向影响;职业成长在组织支持感与组织承诺之间起到部分中介作用。深入研究显示,组织公平在组织支持感与职业成长及组织支持感与组织承诺之间均发挥调节效应,且在组织支持感与职业成长之间的调节效应更显著。研究结论对提高组织支持有效性、促进员工职业成长、维持员工内心公平有重要意义。     

多哈回合谈判中的农业补贴问题分析

多哈回合农业谈判将在2004年7月达成的《框架协议》下对农业补贴政策进行具体的磋商。与乌拉圭回合《农业协议》相比,《框架协议》中对农业补贴政策进行了调整：对具有贸易扭曲作用的农业补贴政策提出了新的削减方式,对“蓝箱”政策进行了改革,对“绿箱”政策进行审议和澄清。框架协议中的农业补贴政策改革对新一轮农业谈判具有重要的指导作用,对WTO各成员国的影响也有所不同。     

A Comparison of Prices Brought by English Auctions and Private Negotiations

A comparison of house prices brought by English auctions and private negotiations produced evidence that the pricing mechanism matters. In an active market for middle- to high-priced houses, auctions extracted higher prices than private negotiations.     

知识流动视角下的组织制度与组织环境耦合度分析

组织内部通过知识流动的途径可以使知识这种特殊资源发挥最大效益。组织制度和组织环境是知识流动的主要影响因素,二者存在交互耦合的关系,互相促进、互相制约共同推动知识在组织内部的流动。本文运用协同论的基本思想提出了组织制度和组织环境的耦合强度和协调程度测度方法,并对科技创新团队Z进行了实证分析。     

The Strategic Positioning of Store Brands in Retailer–Manufacturer Negotiations

Store brands are the only brands for which the retailer is responsible not onlyfor promotion, shelf placement, and pricing, but also for positioning the brandin product space. We argue that retailers strongly value control over store brandpositioning because they will be unable to source a national brand with theirdesired product positioning. This is because retailers have an incentive to positionstore brands as close substitutes to leading national brands – a location in productspace which other national brand manufacturers would not find profitable. We presentempirical evidence that is consistent with the results of our model.     

Organizational antecedents of second-order competences

According to dynamic capability theory, some firms are better able than others at altering their resource base by adding, reconfiguring, and deleting resources or competences. This study focuses on the first form of dynamic capability: the competence to build new competences. Two such second-order competences are studied: the ability to explore new markets and the ability to explore new technologies—referred to as marketing and R&D second-order competences, respectively. Using two wave panel data on a sample of U.S. public manufacturing firms, five organizational antecedents of these second-order competences are examined: willingness to cannibalize, constructive conflict, tolerance for failure, environmental scanning, and resource slack. Willingness to cannibalize, constructive conflict, scanning, and slack have contemporaneous effects, while scanning also has a lagged effect and slack has a U-shaped lagged effect on marketing and R&D second-order competences. Copyright © 2008 John Wiley & Sons, Ltd.     

Organizational perceptions of sales managers

The field sales manager is an important member of any organization that has a field sales force. Field sales managers are critical from an operations and human relations point of view [14]. It is at this position that marketing plans meet field implementation. In addition, field sales managers embody management to the salesmen and in turn represent the salesmen to top management. Because of the boundary nature of this position, it is essential to have field sales managers who work harmoniously with both organizational levels. The man-in-the-middle nature of the position makes the field sales manager susceptible to the performance expectations of two diverse groups—sales and managerial personnel.     

The Capital Market Response to Wage Negotiations in the Airlines

This paper examines the effect of the announcement of various types of airline wage concessions on stock market value. Our results show that capital markets respond positively to wage cuts but not significantly to wage freezes or two-tier settlements. However, a significant intraindustry spillover effect from two-tier agreements was found that suggests that concessions by one carrier decreases the value of the remaining carriers. The results also vary by craft, indicating that labor market and institutional characteristics influence market response.     

Organizational impacts of office automation

The author discusses the results of a research project carried out by Bell Canada to assess the organizational impacts of office automation technology. The project consisted of a detailed survey of the reactions of users of the NLS system developed by the Stanford Research Institute. The article includes an examination of the primary and secondary impacts of altered work modes and altered work hours and locations, and detailed attention is given to the question of the ‘portable office’.     

Justice for Janitors in Los Angeles: Lessons from Three Rounds of Negotiations

We examine an important recent organizing success of the US labour movement: the 'Justice for Janitors' campaign in Los Angeles. This campaign has spanned a complete business cycle and shows the union's capacity for growth over time. It illustrates the potential for unions to overcome pro–employer bias of labour laws, as well as their efficacy in appealing to the wider public. It exposes the importance of building coalitions, as well as the value of union analysis of legal, industrial, and political conditions. Our analysis suggests conditions under which unions might survive and thrive in the service sector in the twenty–first century.     

Organizational learning and strategic renewal

This paper attempts to fill an important gap in the integration of strategy and organizational learning through empirical research that examines the process of strategic renewal using a comprehensive framework of organizational learning. The 4I framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC). The study illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging. Furthermore, it challenges assumptions about organizational learning, suggesting that we need to demystify organizational learning by removing the halo that surrounds it. Copyright © 2003 John Wiley & Sons, Ltd.     

Organizational alignment as competitive advantage

In explaining financial performance variance, strategic management researchers and industrial organization economists have emphasized industry factors, market share, generic strategy, and strategic group membership, whereas organizational contingency theorists have emphasized alignments involving environment and internal structure. This study integrates these perspectives, testing the financial performance consequences of organizational alignments, in context with the effects of industry, market share, and strategy. In an empirical study in two manufacturing industries, it is shown that some organizational alignments do produce supernormal profits, independent of the profits produced by traditional industry and strategy variables. The results are consistent with the resource view of the firm: to the extent that alignments result from skill rather than luck, it is reasonable to regard alignment skill as a strategic resource capable of generating economic rents. The article suggests that, by focusing on industry and competitive strategy variables, contemporary industrial organization and strategy research has understated the role of organizational factors in producing sustainable competitive advantage.     

Organizational size and buying influences

This article evaluates organization size as a segmenting variable and as an influence on industrial buyer behavior. The results demonstrate that organization size is an important factor in predicting certain aspects of industrial buyer behavior.