Abstract
Union density and collective bargaining coverage is on a downwards trend in many developed countries, and this is evident in New Zealand. Some suggest this decline is resulting in traditional approaches to collective bargaining being replaced with a more collaborative style. This article empirically explores the nature of collective bargaining and examines the attitudes and behaviours of managerial negotiators, in the New Zealand environment, which has seen unions marginalized then recently afforded some degree of legitimacy. The study supports the traditional vs collaborative dichotomy, and the attitudes and behaviour comprising these styles is consistent with the literature and managerial self-reports.