000			01568pab a2200169 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aOspina, Sonia
245			_aUnderstanding cooperative behavior in labor management cooperation: a theory-building exercise
260			_c2003
300			_ap.455-71.
362			_aJul-Aug
520			_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.
650			_aLabour relations
700			_aYaroni, Allon
773			_aPublic Administration Review
909			_a57458
999			_c57458 _d57458