Implementing a mutual gains approach to collective bargaining

Negotiation Journal - 1991
Leonard Susskind1, Elaine Landry2
1Lawrence E. Susskind is Professor of Urban and Environmental Planning at the Massachusetts Institute of Technology and Director of the MIT-Harvard Public Disputes Program, 512 Pound Hall, Harvard Law School, Cambridge, Mass. 02138.
2Elaine M. Landry is a Lecturer for the Graduate Management Program at Babson College, and an Associate of the Program on Negotiation at Harvard Law School, 513 Pound Hall, Harvard Law School, Cambridge, Mass. 02138.

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Tài liệu tham khảo

Fisher, R. andBrown, S. (1988).Getting together: Building a relationship that gets to YES. Boston: Houghton Mifflin.

Fisher, R. andUry, W. L. (1981).Getting to YES: Negotiating agreement without giving in. Boston: Houghton Mifflin.

Heckscher, C. (1988).The new unionism: Employee involvement in the changing corporation. New York: 1988.

Lax, D. andSebenius, J. (1986).The manager as negotiator: Bargaining for cooperation and competitive gain. New York: The Free Press.

Raiffa, H. (1982).The art and science of negotiation. Cambridge, Mass.: Harvard University Press.

Susskind, L. andCruickshank, J. (1987).Breaking the impasse: Consensual approaches to resolving public disputes. New York: Basic Books.

Walton, R. andMcKersie, R. (1964).A behavioral theory of labor negotiations. New York: McGraw-Hill.

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Negotiation Journal

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