EXPLORING THE LINK BETWEEN ORGANIZATIONAL STRATEGY AND THE EMPLOYMENT RELATIONSHIP: THE ROLE OF HUMAN RESOURCES POLICIES*

Links between organizational strategy, human resources (HR) policies, and the employment relationship are investigated through surveys of US executives and HR managers. Human resources policies are measured as both an overall philosophy (an internal to an external focus) and a series of items. the items factor into four dimensions: retention, staffing, performance and compensation. Results indicate that staffing policies are associated with organizational strategy. Retention policies are related to the employment relationship. However, the overall HR philosophy is not related to either organizational strategy or the employment relationship. the findings indicate that relationships between organizational strategy, HR and the employment relationship are more complex than previous models had indicated.     

Infinitesimal Firms and Increasing Cost Industries

This article presents a rigorous version of the basic model of an increasing-cost competitive industry found in many textbooks. In the model, firms are infinitesimal, which justifies price-taking behavior and a continuous industry supply curve. The industry supply curve slopes upward because of dispersion in the efficiency of firms. In this framework, the authors emphasize the role of the marginal firm. This role is not clearly emphasized in many textbook presentations of the increasing cost industry.     

East Asian investment and reinvestment in the 1990s: implications for regional development

There has been considerable debate in recent literature concerning the regional implications of corporate organization based on complex forms of networking. In particular, it has been suggested that recent international investments are more sophisticated and more beneficial to host economies. This article explores the relevance of these ideas using case studies of reinvestments within East Asian plants located in the North East of England. Examples show how reinvestment decisions can create incremental improvements in the status of production locations. The implications of this for the design and delivery of aftercare services through regional development organizations are explored.     

A bank runs model with a continuum of types

We consider a bank runs model à la Diamond and Dybvig (1983) [3] with a continuum of agent types, indexed by the degree of patience. Much of our understanding based on the two-type model must be modified. The endogenous determination of a cutoff type is central to the analysis. In the case where the bank can credibly commit to a contract, the optimal contract results in socially excessive early withdrawals in every equilibrium of the post-deposit subgame. Thus, even at the best equilibrium the socially efficient outcome is not achieved, and agents? behavior exhibits features of a bank run. In the case where commitment is not possible, there are strictly more early withdrawals and strictly lower welfare than the full-commitment equilibrium.     

Firm‐Level Evidence for the Language Investment Effect on SME Exporters

Both analysis of international trade and the knowledge resource theory of the firm imply that language skills should play a vital role in exporting. This may be apparent to large multinationals with sites in many different linguistic locations, but we show it is less obvious to smaller companies. With data on the language used by each of a large sample of European small‐ and medium‐sized enterprises in their export markets, we test and estimate the effects of language assets on language performance in export markets and on export sales. Controlling for the possibility that language skills may be acquired by exporting, we find a very substantial export return to linguistic expertise, indicative of unexploited gains from investment in languages. There is also evidence of greater under‐investment in language skills in English‐speaking Europe.     

Autotelic need for touch,haptics, and persuasion: The role of involvement

Previous research has shown that a touch or haptic element attached to a persuasive appeal can increase persuasion, particularly for individuals who have a clear preference for touch to enjoy its sensory feedback (high autotelics). This research extends previous work by including involvement in the context of an appeal by a nonprofit. We find, in an experiment where we manipulate involvement, that when a haptic element is present, high autotelics are more persuaded regardless of their involvement with the message. However, for low autotelics, a haptic element increases persuasion under conditions of low versus high involvement with the message. A second experiment measures involvement and finds that again, under low involvement conditions, both high and low autotelics are persuaded by a touch element. Finally, a field study with a local symphony orchestra is conducted in which involvement with the message is low but involvement with the company is high. In this case, a touch element is only persuasive for high autotelics. © 2011 Wiley Periodicals, Inc.     

Off-shoring in the contact centre industry and employment in the North West of England

The significance of contact centre employment has recently been the subject of renewed debate in regional policy-making of late, driven by media comment on the threat of off-shoring. Despite these concerns, empirical research on the scale of such activities in regions is limited. This article reviews available data on contact centre employment in the sub-regions of North West England. The evidence appears to show continued growth in the number of contact centres and employment totals. The concluding section reconsiders the significance of contact centres for Regional Economic Strategies that focus on developing high value-added activities.     

Extreme divorce: the managerial revolution in UK companies before 19141

We present the first broadly representative study for any early twentieth‐century economy of the extent to which quoted company ownership was already divorced from managerial control. In the 337 largest, independent, UK companies in the Investor's year book (those with £1 million or more quoted share capital in 1911), the generality of public shareholders were a narrower group than today, but directors personally owned only 3.4 per cent of the shares. This indicates a lower level of personal ownership (and board voting control) in the largest securities market of the early twentieth century than in any of the world's major securities markets toward the end of that century. Berle, Means, Gordon, and others subsequently quantified the US's later and (on this dimension) less advanced managerial ‘revolution’. Their evidence was widely misinterpreted: some erroneously concluded that the US pioneered this aspect of ‘modernity’ and that the ‘divorce’ of ownership from control, globally, was a new and continuing trend.