01517pab a2200145 454500008004000000100001800040245009900058260000900157300001400166362001200180520110700192650002101299700001801320773003301338180718b2003   xxu||||| |||| 00| 0 eng d  aOspina, Sonia  aUnderstanding cooperative behavior in labor management cooperation: a theory-building exercise  c2003  ap.455-71.  aJul-Aug  aThis article proposes a theory of how mandated institutional cooperation transforms into individual cooperative behavior. Using qualitative strategies, we draw insights about cooperation in three public-sector efforts of labor-management cooperation (LMC). We report an association between critical shifts in the roles of stakeholders and the change from adversarial to cooperative labor relations. While managers became team players along with their employees, labor representatives assumed managerial responsibilities. These changes were also associated with a service-oriented perspective, better understanding of the other's experiences, and a view of cooperation as partnership. At the heart of these transformations, we found critical changes in communication pattern associated with incrementally growing levels of trust. We propose a model that depicts the links between collective and individual levels of organizational action related to LMC. We conclude that the positive shifts in mental models regarding work and the value of cooperation justify the promotion of LMC efforts. - Reproduced.  aLabour relations  aYaroni, Allon  aPublic Administration Review