Interest based bargaining: Efficient, amicable and wise?

Source: Michael Boniface, Michael Rashmi, Employee Relations, Vol. 35 Issue 5, 2013
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From the abstract:
This paper draws on research by Fisher et al. (2011), Friedman (1994), Heckscher and Adler (2006), Rubinstein and Kochan (2001) and Walton and McKersie (1965) and proposes a framework for evaluating Interest Based Bargaining (IBB) around three criteria: efficient, amicable and wise where mutual gains are not self-evident. … This paper reviews both survey and case study research on IBB in the USA and Canada. Based on trends discerned in the data, the paper uses the three criteria to present research and propositions on evaluating the IBB process. … IBB connects front stage acts by negotiators during collective bargaining with backstage environments and fosters collaboration hinging on dialogue across competing values involving online and offline processes during negotiations. Where mutual gains are not self evident, there these findings underpin criteria for evaluating the IBB process’s potential to serve enduring values of industrial democracy and employee voice and the newer values of collaboration and partnership in strategic decision making. … Negotiators, trainers and policy makers will gain from the criteria listed here to evaluate IBB where mutual gains are not self-evident. …