Delivering Organizational Change in Partnership With Trade Unions: Interest-Based Negotiation (IBN) Strategies

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Author(s): Gaye A. Greenwood (Auckland University of Technology, New Zealand) and Carolyn Ward (Auckland University of Technology, New Zealand)
Copyright: 2019
Pages: 11
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch019

Keywords: Business & Management / Business and Organizational Research / Business Science Reference / Human Resources Development

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Abstract

This case history offers an insiders' view of bringing about change in union bargaining within major New Zealand organizations. While unions play a pivotal role in the day-to-day bargaining of wages and workplace conditions, there has been a significant reduction in union density and membership. In this case, two union leaders narrate how a shift from traditional bargaining to interest-based negotiation enabled participation in organizational change decision-making, built trust in relationships, and increased union membership.

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Delivering Organizational Change in Partnership With Trade Unions: Interest-Based Negotiation (IBN) Strategies

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