- List of Figures
- List of Tables
- List of Contributors
- Introduction: Developments in Conflict Management
- Introduction to Part 1
- The Goals and Assumptions of Conflict Management in Organizations
- Labor-Managment conflict: Where it Comes From, Why it Varies, and What it Means for Conflict Management Systems
- Employment Rights and Workplace Conflict: A Governance Perspective
- HRM and Conflict Management
- Introduction to Part 2
- Collective Bargaining and Grievance Procedures
- Third-Party Processes in Employment Disputes
- Interest-Based Bargaining
- Grievance Procedures in Non-union Firms
- Workplace Mediation
- The Organizational Ombudsman
- Line Managers and Workplace Conflict
- Conflict Management Systems
- Introduction to Part 3
- Using Mediation to Manage Conflict at the United States Postal Service
- The Evolution of a Labor-Management Partnership: The Case of Kaiser Permanente and the Coalition of Kaiser Permanente Unions
- “MED+ARB” in the New Zealand Police
- Experiences of Judicial Mediation in Employment Tribunals
- Introduction to Part 4
- Conflict Resolution in Germany
- Conflict Resolution in Japan
- Conflict Resolution in the United States
- Conflict Management in Australia
- Conflict Resolution in New Zealand
- Conflict Resolution in the United Kingdom
- Conflict Resolution in China
Abstract and Keywords
Workplace conflict and its management in the United States have undergone dramatic transformations over the course of the past forty years. This chapter examines the state of conflict resolution in the United States through the lens of two underlying tensions, one between individualism and collectivism and the other between reactive and strategic organizational approaches to conflict management. In the first section, the authors examine how these key tensions have played out in recent years by analyzing data on corporate alternative dispute resolution (ADR) practices and policies recently obtained from a survey of the Fortune 1000. In the second section, the authors assess the tension between individualism and collectivism by examining the relationship between the extent of unionism in these large corporations and their use of ADR. Finally, using the Fortune 1000 data they argue for a strategic approach to the study of workplace conflict management. In doing do, the authors argue that a comprehensive understanding of the current state of workplace conflict management in the United States requires an examination of the forces and pressures that have shaped the ways in which organizations, employees, and their representatives deal with tensions, disagreements, and conflict.
David B. Lipsky is the Anne Evans Estabrook Professor of Dispute Resolution in the School of Industrial and Labor Relations, and Director of the Scheinman Institute on Conflict Resolution at Cornell University. He served as the President of the Labor and Employment Relations Association in 2006. In his research and teaching activities he primarily focuses on negotiation, conflict resolution, and collective bargaining. Lipsky served as Dean of the School of Industrial and Labor Relations at Cornell from 1988 until 1997 and has been a member of the Cornell faculty since 1969. He received his B.S. in 1961 from the ILR School at Cornell and his Ph.D. in economics from M.I.T. in 1967.
Ariel C. Avgar is Assistant Professor at the School of Labor and Employment Relations at the University of Illinois at Urbana-Champaign. His research focuses on two primary areas of interests. First, he studies conflict and its management in organizations. Among a number of research projects in this area, he is currently working on a study of conflict management patterns and practices in Fortune 1000 firms in the United States. He is also conducting research on social networks and conflict in teams of scientists.
J. Ryan Lamare is Assistant Professor in Labor Studies and Employment Relations. He received his B.S., M.S., and Ph.D. from Cornell University’s School of Industrial and Labor Relations and held academic positions at the University of Limerick and the University of Manchester prior to joining Penn State. Dr. Lamare’s research interests include: labor and employment arbitration; ADR in the securities industry; the development of ADR systems in organizations; the role of unions in politics; employment relations and HR at multinational companies; and quantitative research methods. He has published extensively on these issues in journals such as Industrial and Labor Relations Review, Industrial Relations, and Journal of World Business. Dr. Lamare has also worked previously for a non-profit workers’ rights organization, and has held visiting academic appointments in Ireland, the United Kingdom, and New Zealand.
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