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Article
Publication date: 28 October 1997

Robert H. Schappe

A model is proposed that regards cooperative relationships between union and management as having three distinct forms. Problem‐Solving is the most basic with employee…

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Abstract

A model is proposed that regards cooperative relationships between union and management as having three distinct forms. Problem‐Solving is the most basic with employee problem‐solving groups appended to existing union and management structures and processes. In the Team Concept the organization’s work system is redesigned around work teams, more flexible work rules and significantly altered individual roles. The Partnership appears similar to the Team Concept but the fundamental, traditional roles of union and management are changed so that both organizations become jointly responsible for running the organization and attending to the welfare of employees. Each of the three forms reflects a more intimate level of relating with a more advanced form becoming possible only after the requisite knowledge and skills of the preceding form have been mastered. Viewing cooperation as having three distinct forms has important implications for understanding, implementing and maintaining cooperative efforts.

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American Journal of Business, vol. 12 no. 2
Type: Research Article
ISSN: 1935-519X

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Article
Publication date: 1 March 2000

Robert J. Taormina and Talya N. Bauer

This study examined whether organizational socialization content areas are applicable across cultures. Data were gathered from 324 U.S. and 198 Hong Kong employees who completed a…

585

Abstract

This study examined whether organizational socialization content areas are applicable across cultures. Data were gathered from 324 U.S. and 198 Hong Kong employees who completed a questionnaire assessing four socialization content domains (training, understanding of the job, coworker support, and future prospects within the company), five measures of job satisfaction, and three measures of organizational commitment. Based on the merged data from the two cultures, all four socialization domains played a significant role in predicting satisfaction and commitment. These socialization measures also were stronger predictors than a variety of demographic measures. Although there were some differences in the relative strengths of the socialization measures when the data were analyzed separately for each nation, the overall results support the idea that the socialization content areas tested are applicable across cultures. Implications for managing employees in the different cultures are discussed.

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The International Journal of Organizational Analysis, vol. 8 no. 3
Type: Research Article
ISSN: 1055-3185

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