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Systemwide bargaining in higher education in four states (Florida, Minnesota, New York, Illinois) was studied to determine whether institutions were affected in the manner predicted by previous literature, whether the amounts of influence, or power, of various institutional decision-makers were affected, and whether the viewpoints of respondents varied according to eight variables. These variables were rank, union/nonunion affiliation, state, sex, years employed, highest collegiate degree, age, and employee category. A total of 287 individuals on 12 campuses were surveyed, representing the faculty, department heads, deans, vice presidents, presidents of the faculty senate, and presidents of the local union chapters. Overall, the results indicated agreement with the seven consensus predictions synthesized from research and literature on collective bargaining in higher education. One of the predictions received clear support: collective bargaining resulted in increasingly formalized relationships between faculty and administrators. Open-ended questions in the interview instrument concerned workload, support, and benefits. Generally, changes resulting from collective bargaining were perceived to be minimal. For seven levels of decision-makers, department faculty and faculty governance were judged to have experienced the greatest losses in influence, and the bargaining agent was judged to have gained the most influence. Of the seven types of decisions considered, the greatest change in authority patterns occurred in the area of faculty salary increase decisions. A sample interview instrument and a bibliography are appended. (SW)