Ownership and its Impact on Coping with Financial Crisis: Differences in State-, Mixed-, and Privately-Owned Enterprises in Thailand

Corporate turnarounds have been studied widely in Western contexts, but few empirical studies detail turnaround experience in non-western countries, especially those undergoing or recovering from financial crisis. An assumption in recent privatization policies has been that change in ownership triggers a form of performance reversal or turnaround. Here, we compare firms with three different forms of ownership two years after the financial crisis in Thailand. This study assesses the impact of ownership differences on the level of corporate entrepreneurship, human resource management practices, and worker effort among state-, mixed- and privately-owned enterprises in Thailand. The results suggest cautious optimism about changes in ownership as a potential means for triggering organizational changes that lead to increased productivity for threatened economies. Mixed ownership may be an effective substitute for private ownership or, alternately, an effective transitional form of restructuring state enterprises in preparation for private ownership.     

A Comparative Analysis of Developments in Industrial Democracy

The purpose of this article is to analyze recent developments in industrial democracy (worker participation in management) in a comparative perspective. To give the article focus, the period from the mid-1980s onward is selected for analysis, and four countries (United States, Germany, United Kingdom, and Australia) are targeted for systematic examination. Developments in both indirect and direct participation are explained on the basis of elements in the models that we present. Three particularly strong conclusions emerge. First, there are clearly a number of common forces that have affected developments in each country, but the precise forms of participation that have emerged vary in many key respects. Second, organizational changes at the level of the firm appear to be particularly important in the recent period. And finally, the very complex patterns that are observable reinforce our theoretical arguments of the importance of a complex multivariate approach.     

Financial Participation and Collective Conflicts: Evidence from French Firms

Studies on financial participation show positive effects across several “performance” outcomes, yet given the potential to realign employee interests, distribute rewards, and improve commitment little is known about the ability of financial participation to reduce collective conflicts. Using French establishments, we explore the impact of profit sharing and employee share ownership schemes on various measures of conflict. Across various specifications, estimators, and time periods, financial participation reveals an ability to reduce some but not all forms of conflict. Employee share ownership seems especially effective in reducing a range of conflicts including the most extensive and costly forms.     

Do Employee‐Owned Firms Produce More Positive Employee Behavioural Outcomes? If Not Why Not? A British‐Spanish Comparative Analysis

Whether ‘employee ownership’ takes the form of worker cooperatives, co‐ownership or simply employee share ownership plans, there are normally high expectations that a range of positive outcomes will result. Yet many empirically based studies tend to find a much more complex picture. An influential segment of that empirical literature has posited the need for a number of mutually reinforcing workforce management components to be in place alongside co‐ownership. Drawing on detailed case research in two large and successful co‐owned retailers in Spain and Britain this paper examines the role of these wider elements supporting employee ownership. We find that employee ownership can be linked to higher productivity and lower employee turnover, while at the same time being linked to higher absenteeism and mixed effects on attitudes. Expectations held by managers and employees are higher; these expectations are not always fully met. The role of managers was also found to be crucial.     

Japanese Research Consortia: A Microeconometric Analysis of Industrial Policy

Despite the existence of much theoretical research analyzing the potential benefits and costs of R&D consortia, there has been little corresponding empirical work on their efficacy. In this paper, we undertake a large-sample econometric study of Japanese government-sponsored research consortia. We find evidence that frequent participation in these consortia has a positive impact on research expenditure and research productivity. These results hold after controlling for the potential endogeneity of intensity of participation in consortia to participating firms' research productivity. Furthermore, we find evidence that part of this impact arises from the increased knowledge spillovers that take place within these consortia.     

Property rights and transaction costs – The role of ownership and organization in German public service provision

This paper provides evidence that ownership and organization matters for the efficiency of the provision of public services. The results confirm trade-offs implied by the property rights literature and provide important policy implications regarding the organization of public service provision. We find that pure private ownership is more efficient than pure public ownership, and public ownership is more efficient than mixed ownership. The delegation of management in different legal forms also has an impact, highlighting the importance of the design of the government-operator relationship. We apply a structural approach of a production function estimation, ensuring precise determination of total factor productivity for a panel of German garbage collection firms between 2000 and 2012, followed by a projection of those total factor productivity estimates on ownership and organization.     

Union Voice Effects in Mexico

This paper utilizes establishment survey data from Mexico to explore the impact of union voice on fringe benefits, turnover, job training and productivity. Mexican unions have a significant effect on these outcome measures for workers and firms. Unions increase both the value of fringe benefits per worker and the ratio of fringe benefits to total compensation, increase job training and raise productivity per worker. However, contrary to the broader literature on union voice effects, unionized establishments in Mexico appear to possess greater worker turnover.     

Control,collaboration, and productivity in international joint ventures: theory and evidence

This study analyzes the following unresolved questions: In international joint ventures (IJVs) in a developing country, how could different IJV structures address control and collaboration considerations, and what is the likely effect of such different structures on IJV productivity? Theoretically, we suggest that the ambiguity surrounding these questions reflects the tendency of researchers to view control and collaboration as opposing objectives, studying one or the other; in contrast, we provide a more integrative perspective that blends the two objectives, focusing on common underlying issues relating to enhancing partner commitment, ensuring partner knowledge contributions, and reducing partner risks. We address the most salient design consideration for IJV partners, that is, IJV ownership structure, to posit that joint consideration of the control benefit of a higher foreign ownership level in IJVs and the collaboration benefit of a more balanced IJV ownership structure results in an expected inverted U‐curve relationship between foreign ownership and IJV productivity. Additionally, we posit and test how three environmental contingencies, by affecting the need for control and collaboration in IJVs, would further influence the specific shape of the inverted U‐curve relationship. We find strong support for our theory using an extensive longitudinal dataset of over 5,000 IJVs in China from 1999–2003. We discuss the value of our approach and findings both for researchers and for IJV partners seeking the dual benefits of control and collaboration. Copyright © 2009 John Wiley & Sons, Ltd.     

Crosscurrents in Workers Participation

As I contemplate developments in recent years relating to participation in management, I am impressed by the uncertainties, the shifting tides of thought, the atmosphere of experimentation. At the level of participation theory, there is more rather than less doubt. A few years ago in the United States, optimistic theories like those of McGregor and Likert regarding workers needs and desires for self-actualization seemed to be sweeping the field; today they are regarded as psychologically inadequate and faulty. In England the theory of joint consultation is confronted with something of a polarization - either toward apathy or toward codetermination. In Israel the ideology of participation, derived originally from socialist theory, has been subjected to increasing challenge from pragmatic considerations of efficiency and profitability. Profit-sharing plans, after a hundred years of experience and a widening acceptability, do not necessarily entail increased worker participation. At the level of practice, the dominant note once again is uncertainty rather than a clear progression toward either success or failure. Neither the Scanlon Plan in the US nor the Glacier Metals experiment in England have generated many followers. Joint consultation schemes appear generally to have declined in number. In Israel Koor experiments in joint management at the plant level have frittered away. Participation has not even been seriously tried in Australia. Reports from Yugoslavia and Germany, where participation programs have been most fully developed, raise questions about the impact of participation on the productivity and efficiency of the enterprises involved, as well as the degree of involvement of workers. On the other hand, there are some positive currents. The spread of collective bargaining to the local level in England and other European countries, the rising interest in productivity bargaining, the absorption of joint consultation committees by unions - all point in the direction of more worker participation in management, although the model may be one of bargaining rather than integration. Out of these crosscurrents we can distinguish some of the main problems confronting the advocates of greater workers participation in management:

• 1 How to persuade managers that their professional interests are best served by cooperating, if not taking the lead, in different types of participation schemes.
• 2 How to convince workers that “participating” is worth the effort, and how to educate them in various forms of the process.
• 3 How to involve worker representatives in both administration and policy-making on a basis other than bargaining that will not estrange them from their constituents.

Resolution of these problems will depend in part at least on recognition that participation is a multi-dimensional process, that different types of participation may work better with regard to different issues or subjects (depending on requirements of technical knowledge and time), and that participation expectations and arrangements may vary with the different levels of an enterprise.     

The Effects of Race and Worker Productivity on Performance Evaluations

Using personnel data from a large firm, we examine the role of race, supervisor's race, and worker productivity on performance ratings for a diverse employee population. Controlling for worker productivity and other demographic variables, black employees receive lower ratings than whites. These differences in performance evaluations are associated with the racial composition of the subordinate-supervisor pair. Racial differences between subordinate and supervisor lead to lower ratings for both black and white subordinates.     

Organizational learning in high-technology purchase situations: The antecedents and consequences of the participation of external IT consultants

Typically, research on organizational learning has been conceptual in nature. In a departure from this tradition, we develop and test a structural model of organizational learning in the context of the purchasing of an expensive and complex product in the information technology (IT) area. The key focus of our research is the participation of external IT consultants and our model links seven explanatory constructs that are consistent with the process school of thought in organizational learning. More specifically, two organizational variables-formalization, strategic importance-and two individual-level variables-stakeholding, prior experience-are viewed as antecedents of consultant participation. In contrast, we view internal search effort, external search effort, and organizational learning as consequences of consultant participation. As predicted, all four antecedent variables affected consultant participation. Moreover, we found that, while consultant participation had a positive impact on internal search effort and organizational learning, its impact on external information search effort was negative.     

Employee Financial Participation and Productivity: An Empirical Reappraisal

Avner Ben‐Ner and Derek Jones cast doubt on the notion of a simple causal link between financial participation (FP) and productivity, and consequently on the validity of much of the empirical literature that has sought to quantify this relationship. This paper is an attempt to investigate this proposition. Our empirical reappraisal revealed that the route through which employee share ownership and profit‐sharing schemes achieve these gains is quite separate and more involved than either the theory or prior empirical research suggests. This is particularly evident by extending the complementarities thesis beyond purely participatory bundles to embrace firm‐specific and organizational variables. Our analysis also addressed recent calls to aid the interpretation of the observed effects of FP by creating a link between the use and operation of FP and its impact on productivity.     

Union Presence, Union Service and Membership Participation

Much of the literature on the determinants of union activism has focused on biographical and attitudinal precursors or correlates of several measures of union participation. Although interactionist theory emphasizes the importance of social context, little attention has been paid to union presence. The argument of this paper is that union presence, defined by certain structural arrangements, and the quality of union service, influences measures of workplace and non-workplace union participation through the mediating influence of union orientation. The paper begins by reviewing the literature on union presence and participation, before presenting a model of the joint impact of union service and union presence on both on- and off-the job union participation. Data are drawn from a study of membership involvement within the Irish-based Services, Industrial, Professional and Technical Union (SIPTU). The main findings are that there are significant relationships between presence and service level variables and measures of union participation. In particular, service variables appear to affect workplace union participation largely through the mediating influence of union orientation. Presence variables, by contrast, have both direct and indirect influence on participation in union activities within and outside the workplace.     

Employee Participation,Ownership, and Productivity: A Theoretical Framework

A new conceptual framework to define and differentiate among diverse forms of employee ownership is developed. Two central rights associated with ownership, return and control rights, are identified. Their impact on individual motivation, individual performance, organizational structural variables and organizational performance is evaluated. We show how, over certain ranges of combinations of control and return rights, the relationship between alternative ownership arrangements and organizational performance may be nonlinear. The implications for the introduction of employee ownership and the evaluation of empirical work are considered.     

Frequency and directional reversal of equity ownership change in international joint ventures

Changes in equity ownership between international joint venture (IJV) partners over an IJV life-course represent an important behavioral manifestation of relational dynamics. We examine each occurrence of equity ownership change for two salient temporal properties: frequency (how often ownership change occurs) and directional reversal (when a partner buys and then sells, or vice versa, equity shares from another partner). Building on social exchange theory, we propose that initial partner equity imbalance and partners’ country’s individualism-collectivist culture has an imprinting effect on the likelihood of ownership change for both temporal properties. We developed a data set consisting of all equity changes in 200 Japanese automotive suppliers’ IJVs and found support for our hypotheses while controlling for transaction cost explanations. Our findings contribute to IJV research by shedding light on temporal aspects of equity ownership change over an IJV’s life course as well as the underlying exchange dynamics and the stability of IJV equity ownership distribution among partners.     

The effects of divestiture,privatization, and competition on productivity in U.S. and U.K. telecommunications

The telecommunications industries in the United States and the United Kingdom have undergone massive changes during the 1980s. This paper decomposes the total factor productivity growth of AT&T and British Telecom into their various components. It finds that while a great deal of the productivity increases apparently resulted from continuing scale economies, competition for AT&T and privatization of BT have been responsible for 17 percent and 25 percent of their respective gains in recent years. Among other variables, divestiture appears to have initially depressed AT&T's productivity growth, and competition for BT is too insignificant to yet have an impact.     

人工智能与中国企业参与全球价值链分工

人工智能是各国构筑核心竞争力的重要模块,更是关乎产业转型和价值链升级的主要抓手。本文使用International Robot Federation提供的机器人数据、中国海关数据库和中国工业企业数据库提供的企业数据构成了研究使用的高度细化的微观企业数据,在实证层面检验了人工智能对中国企业全球价值链参与的影响,数据跨度为2000—2013年。本文的主要结论是:①人工智能显著促进了中国企业参与全球价值链分工,且在多重稳健性检验和考虑工具变量的因果识别后仍然显著。②人工智能对中国企业全球价值链嵌入的影响目前主要集中在加工贸易企业。③2008年国际金融危机以后,人工智能对中国参与价值链的促进效应得到进一步释放。④人工智能对价值链参与的影响主要是通过两个渠道实现:一是替代从事低端环节生产的劳动力来降低企业成本;二是提高企业的生产率来增强企业的竞争力。⑤针对行业层面的数据分析发现,人工智能会显著促进行业的全球价值链位置提升。因此,在劳动力成本不断提高的现实情况下,重视创新发展,就是要抓住人工智能高速发展的契机,减少人工投入、提高企业的生产率,从而助力中国企业以更高水平融入全球价值链分工体系。     

Who should own a renewable technology? Ownership theory and an application

We investigate the market implications of ownership of a new low-cost production technology. We relate our theoretical findings to measure the impact of renewable energy penetration into electricity markets and examine how the ownership of renewable capacity changes market outcomes (prices, outputs, emissions). As current public policies influence renewable energy ownership, this research provides useful insights for policy makers. We show how and why ownership of renewable capacity matters when there is market power in energy market. We apply our findings to the wholesale electricity market in Ontario, Canada, to analyze the impact of different ownership structures for wind capacity expansions. Using both simulation analysis and empirical analysis of market data, we show that the price-reducing effects of wind expansion are smaller when a larger strategic firm owns new wind capacity. Lastly, we show that the effect of wind ownership on emissions depends on both the amount of generation displaced by wind output and the emissions rate of displaced generation.     

外资参与对企业研发投入的影响研究——基于中国上市企业的实证分析

本文利用中国2009～2014年外资参与的318家上市公司的样本数据,实证分析了外资持股和外资控股两种情况对企业研发投入的影响。研究结果显示：外资参与对中国企业研发活动存在积极影响,但该影响在外资持股和外资控股两种情形下存在显著差异,当外资持股股东不是第一大股东时,外资持股比例对企业研发投入虽然具有促进作用,但该作用十分微弱,当外资持股股东为第一大股东时,即存在外资控股情况时,对企业研发投入的促进作用十分显著。