Abstract
The range and variety of union-management relationships and collective bargaining outcomes present a continuous challenge to find a single, all-encompassing explanatory model. Most efforts in this direction have had to grapple with the apparent dichotomy between conflict and other types of interaction between labor and management groups. Robert Dubin's approach in this article is to demonstrate the possibility that conflict belongs to the same continuum as other types of labor-management relationships. The location of a particular union-management relationship on this continuum depends on the disparity of power between the parties and the nature of the issues over which bargaining takes place. As background to his discussion, Professor Dubin also presents an analysis of the concepts of power and conflict and a critique of some other approaches to the theory of labor-management relations. (Author's abstract courtesy EBSCO.)
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