Bargaining Tactics Research Articles

BARGAINING BEHAVIOR IN A BUSINESS SIMULATION GAME *

ABSTRACTThree studies of labor‐management negotiations were conducted within the context of a business simulation game. Face‐to‐face bargaining lasted approximately two hours and resulted in settlements that were incorporated into the simulation game parameters. A total of 56 simulated companies, each comprised of five MBA students, were studied. Results from the first study showed that extending low initial offers, extracting large first concessions, and making a high number of concessions were management bargaining tactics associated with obtaining a low wage rate. These findings were supported by study two. The third study found that an intrateam power mode of orientation was positively correlated with bargaining success and was negatively correlated with overall game success. The results support the use of a simulation game for teaching and research in bargaining.

Pacifist bargaining tactics: some "outsider" influences

Pacifist bargaining tactics: some "outsider" influences

The Impact of the Taft-Hartley Act on Union Strength and Collective Bargaining

Although labor leaders today seldom characterize the Taft-Hartley as the Slave Labor Act, they remain convinced that the Act was designed primarily to cripple union strength and to impair the workings of free collective bargaining. In this article, the author emphasizes that the experience of the past decade has shown that the Act has had differing effects on the two major aspects of union strength: unions have been somewhat impeded in their efforts to organize the unorganized, but their bargaining power in organized situations has been little affected. Similarly, he shows that, while the bargaining tactics and procedures of the parties have been altered in some respects, the essential power relationships have been little disturbed. (Author's abstract courtesy EBSCO.)