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The Journal of Applied Behavioral Science
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Developing Cooperative Labor-Management Relations in Unionized Factories: A Multiple Case Study of Quality Circles and Parallel Organizations within Joint Quality of Work Life Projects

Gervase R. Bushe

Faculty of Business Administration at Simon Fraser University, Burnaby, British Columbia, Canada V5A 1S6

A study compared the attempts of five different manufacturing plants of a corporation to develop more cooperative labor-management relations, examining results obtained for the first two years of the change projects. Data were collected through interviews with senior and lower-level managers, supervisors, and union officials, and from records on productivity, product quality, and grievances. Based on the numbers of problem-solving groups and reported changes affecting managers and union officials, two plants succeeded in improving labor-management relations, but through processes contrary to prescriptions given in the current literature. The author presents many deficiencies in current conceptualizations related to union-management change efforts. The article suggests topics for future research, especially the utility of an intergroup relations perspective and parallel organizations.

The Journal of Applied Behavioral Science, Vol. 24, No. 2, 129-150 (1988)
DOI: 10.1177/0021886388242001
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