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Towards mediation: developing a theoretical framework to understand alternative dispute resolution

Authors

  • Rory Ridley-Duff,

    Corresponding author
    1. Centre for Individual and Organisational Development, Sheffield Business School, Sheffield Hallam University
      Rory Ridley-Duff, Centre for Individual and Organisational Development, Sheffield Business School, Sheffield Hallam University Stoddard Building (City Campus), Arundel Gate, Sheffield S1 1WB; email: r.ridley-duff@shu.ac.uk.
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  • Anthony Bennett

    1. Centre for Individual and Organisational Development, Sheffield Business School, Sheffield Hallam University
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  • Rory Ridley-Duff is Senior Lecturer in Organisation Behaviour and Human Resource Management and Anthony Bennett is Senior Lecturer in Organisation Behaviour and Human Resource Management at the Centre for Individual and Organisational Development, Sheffield Business School, Sheffield Hallam University.

Rory Ridley-Duff, Centre for Individual and Organisational Development, Sheffield Business School, Sheffield Hallam University Stoddard Building (City Campus), Arundel Gate, Sheffield S1 1WB; email: r.ridley-duff@shu.ac.uk.

ABSTRACT

This article examines alternative approaches to conflict resolution by developing a theoretical framework that relates dispute resolution practice to philosophical assumptions about authority and knowledge. By investigating the assumptions underpinning interest-based bargaining and mediation their link to direct democracy and challenge to managerial authority are revealed at the level of theory and practice.

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