“…Supply‐side developments also contribute: including decisions by state conflict resolution agencies to devote more personnel and resources to assist organisations in proactive conflict avoidance and a growth in the availability of private practitioners, operating independently, or attached to consulting firms (Bray et al, 2018; Brown, 2014; Currie & Teague, 2016; Roche, 2015). The adoption of IBB has been linked to legacies of cooperative labour–management relations or ‘workplace partnership’, and efforts to achieve transformational change in the face of disruptive market pressures have been key influences (Bray et al, 2018; Cutcher‐Gershenfeld, 2014; Cutcher‐Gershenfeld & Kochan, 2004; Dobbins & Dundon, 2016; Eaton & Kochan, 2014; Kochan et al, 2016; Roche & Geary, 2006).…”