The sharing of authority after collective bargaining is initiated in higher education institutions is addressed. Seven issues at the center of power struggle within organized institutions are looked at: long-range planning, retrenchment, promotion, appointment, nonrenewal, tenure, and management rights. An analysis of two-thirds of the bargaining contracts negotiated in American colleges and universities as of July 1979 was undertaken, for a total of 205 contracts. Some interviews were done to check and support the information derived from the contracts. Only modest inroads were found into administrative and personnel decisions and assertion of management rights by faculty. Faculty had difficulty moving beyond the traditional concerns of their craft through bargaining. Size and region of the institution were found to be associated with strong assertion of rights. Differing reputations of bargaining agents seem to mask considerable variation in actual performance. Relationships in the two-year sector seemed more polarized than in the four-year colleges. Special sections are devoted to the more complex issues of states with extensive higher education bargaining and of managerial attitudes and strategies toward sharing authority. Faculty collective bargaining is likened to the craft union model of bargaining, and the implications of this model for the future of faculty bargaining are outlined. Appended are notes on the variables and statistical analyses, a list of institutions, a list of bargaining agents, and a bibliography. (MSE)