In A Behavioral Theory of Labor Negotiations, McKersie and Walton represent labor-management conflict as 4 subprocesses:
1. Distributive bargaining
2. Integrative bargaining
3. Attitudinal structuring
4. Intraorganizational bargaining
Their view remains that regardless of the details, all negotiations between social entities, whether they are groups of organizations or nations, contain the 4 subprocesses and associated dilemmas. Kochan argues that the book has provided a key framework for thinking about negotiation and the complexity of the process, but that it idoes not have a direct effect on practice. Today, much of the dynamics of labor-management relations takes place outside of collective bargaining; thus, the formal negotiation process is less central to the field itself and the practice itself. Pruitt argues that the book is clearly out of date but that it contains many intriguing ideas that have not yet been incorporated into other people's theories and research.