Titlebook: Conflict Management and Industrial Relations; Gerard B. J. Bomers,Richard B. Peterson Book 1982 Springer Science+Business Media New York 1

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Further Testing of a Behavioral Model of Problem Solving in Labor Negotiationshod adopted and outlines the main results. The chapter continues with a discussion of the research findings and concludes with some observations on the limitations of the integrative bargaining model.

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Book 1982 Different Ways of Managing Conflict," which was hosted by the Nether- lands School of Business in July 1980. Held at Nijenrode Castle, the confer- ence brought together an international gathering of thirty-five of the most distinguished scholars in these fields to present research papers and to en-

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The Aftermath of Strikes from the Perspective of Chief Negotiatorsue to intrigue researchers as to their origin, development, and economic outcomes. This has continued despite the admonition of some critics that, thereby, other forms of collective labor/management conflict and the noneconomic consequences of strikes are relatively neglected (Stern 1978).

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Transformations of the New Germanyl., 1954). One question that naturally arises is whether conflict management knowledge gained in one of these areas of research is useful in another. The answer depends on the comparability of conflict settings. To date, however, there has been little effort to compare conflicts in different settings.

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Verdeckte Arbeitslosigkeit in der DDR,rticipation, and overall effectiveness have also been developed (Child, Loveridge, and Warner, 1973; Anderson, 1977). Models of organizational change under collective bargaining have been proposed (Kochan and Dyer, 1976), and the process of changing the work environment in unionized organizations has been studied empirically (Goodman, 1979).