Firm Investment Behavior and Collective Bargaining Strategy

Using survey data on labor union coverage at the firm level, this paper examines union-nonunion differences in investment activity among 706 U.S. companies during the 1970s. Consistent with a model of union rent seeking, firm-level collective bargaining is associated with significantly lower physical capital and R&D investment, even after controlling for firm and industry characteristics. Deleterious union effects on investment are considerable throughout the 1972–80 period, but they vary across industries. Without significant changes in collective bargaining power or strategies, diminished investment activity by unionized companies is likely to exacerbate the already considerable decline in U.S. union coverage     

Large Non-Union Companies: How Do They Avoid a Catch 22?

Large non-union companies might be expected to enjoy extensive work-force flexibility deriving from their high-wage, high-involvement strategies. However, where there is a strong local union presence, this might be expected to exert a strong dampening effect on the levels of internal flexibility achieved. Such companies, fearful of union organization, could not then enjoy the freedoms that might be associated with a non-union strategy. Research conducted in the Republic of Ireland on large non-union US companies operating in the electronics industry suggests a conceptual framework indicating how a Catch-22 situation is avoided in these companies.     

Worker Participation and Firm Performance: Evidence from Germany and Britain

The Freeman–Lazear works council/worker involvement model is assessed over two distinct industrial relations regimes. In non-union British establishments our measures of employee involvement are associated with improved economic performance, whereas for unionized plants negative results are detected. The suggestion is that local distributive bargaining can cause the wrong level of worker involvement to be chosen. Also consistent with the model is our finding that mandatory works councils do not impair, and may even improve, the performance of larger German establishments. Yet smaller plants with works councils under-perform, illustrating the problem of tailoring mandates to fit heterogeneous populations.     

Mergers,acquisitions, and the pruning of managerial deadwood

This research investigates the role that mergers and acquisitions may play in the disciplining of entrenched and inefficient managers. The relationship between a company's performance history and its subsequent top management turnover is assessed for a sample of target companies, their parents, and a control group of companies not involved in merger and acquisition activity. The results reveal that target company top management turnover is higher than ‘normal’ in the 2 years immediately following a merger or acquisition, but there is no relationship between previous target company performance and its subsequent top management turnover. Further analyses indicate that first-year target company turnover rates are associated with a history of relatively poor parent company performance, while second-year turnover rates are associated with a history of relatively good parent company performance.     

The Effect of Unions on Productivity Growth, Investment and Employment: A Report on some Recent Work

Using two British microeconomic data sets, this paper reports the following. (1) Union firms experienced faster productivity growth during 1980–4, but there was no difference in performance in 1975–9, or 1985–6. So unions do not necessarily reduce productivity growth. It is also unlikely that the above pattern can be explained by changes in union legislation. (2) Unionism appears to have no significant effect on in vestment, once one allows for the effects of differential productivity growth. (3) Wages in union and non-union firms are equally responsive to changes in the capital–labour ratio. (4) Contrary to what is often alleged, unionism per se does not reduce employment growth. Instead, the negative correlation observed in 1980–4 probably arises from a significant reform of working practices in unionized firms during 1980–4.     

An Attitudinal Revolution in Irish Industrial Relations: The End of ‘Them and Us’?

Intensified international competition and high unemployment have characterized many Western economies since 1980. A firm's survival in such an environment demands a flexible and co-operative work-force, a requirement incompatible with traditional adversarial industrial relations. Drawing on a survey of employees in nine unionized companies in the Irish manufacturing sector, this paper examines the effect of these changes in the economy and workplace in facilitating a significant reduction in 'them and us' attitudes and an associated weakening of union structure and influence in the workplace. We found no evidence of a reduction in 'them and us' attitudes, but a cohesive and influential union was associated with less intense 'them and us'.     

Factors Related to Employees’ Desire to Join and Leave Unions

Regression analyses based on a sample of 3372 nonunionized and unionized employees showed that, while the desire to join a union is associated with a wide range of work attitudes, perceived company performance, and facets of satisfaction, one's desire to leave one's union is associated with a narrow range of economic concerns. Implications of the findings are discussed in light of the declining unionization rate in the United States.     

Strategic HR functions and firm performance: The moderating effects of high-involvement work practices

Although the strategic human resource management literature has emphasized the value of the integration of human resource management into strategic management, the mechanism through which the strategic integration of HR functions contributes to the improvement of firm performance is relatively unknown. Assuming that HR strategies cannot be successfully implemented without employee support for and commitment to these strategies, this research focuses on high-involvement work practices, which allow employees to participate in management decisions as potential moderators of the integration of HR functions in strategic management and firm performance. Using a sample of 203 unionized Korean firms, this research found that the effects of a strategic HR function on firm performance were moderated by high-involvement work practices such as a pay-for-performance program, a career-development program, union participation in company strategy, and temporary worker benefits. The results suggest that a strategic HR function will not be successful without institutional mechanisms that foster employee involvement.     

Unions and Employee Ownership: A Road to Economic Democracy?*

In the relationship between unions and employee share ownership, neither threatened the other, and their combination led to benefits for employees, particularly where unionized employees were majority owners. Companies adding communication, training, and participation reported performance gains. These practices were more common among majority‐owned companies and in companies facing economic threats. Economic performance and benefits were comparable, whether unionized employees owned a majority of the stock, a minority, or none at all.     

Employee Voice in Union and Non-union Australian Workplaces

The fall in unionism and the rise in the non-union workplace over the past two decades raises the question as to whether workers now have a reduced capacity to initiate issues and articulate grievances. For some commentators independent unions are the only source of genuine voice. Others have argued that the adoption of the HRM paradigm within an enterprise will provide workers with adequate voice mechanisms. This paper addresses the issue by comparing employee voice in non-union and unionized Australian workplaces.     

Changes in Union Status, Increased Competition and Wage Growth in the 1980s

This paper reports that unionized firms experienced lower average wage growth than their non-union counterparts between 1984 and 1988. We attempt to evaluate the relative importance of two possible explanatory factors, the union-related legislation of the 1980s, and increases in product market competition. While recognizing that these factors are intertwined, the results suggest the latter is of primary importance.     

Employees' Desire to Join or Leave a Union: Evidence from Poland

This research note provides an empirical analysis of the factors related to Polish employees' desire to join and leave a union. Our regression analysis, based on a sample of 298 unionized and 338 nonunionized employees, shows that the desire to join a union is positively associated with career prospects and negatively with company commitment, while the desire to leave a union is positively associated with one's intention to leave the company.     

试谈供电公司生产作业零基预算

由于企业内外部环境的重大变化，供电公司提升业绩的压力逐年增大，加强预算管理、创新预算管理方法是企业管理的重大举措。在供电企业推行生产作业零基预算，就是运用生产作业成本与零基预算管理相结合的成本管理方式，实现目标管理和过程管理相结合，引导企业向节约资源、科学管理、业绩评价准确的管理方式转变，促进企业健康发展。     

Who Benefits from Teams? Comparing Workers,Supervisors, and Managers

This article offers a political explanation for the diffusion and sustainability of team-based work systems by examining the differential outcomes of team structures for 1200 workers, supervisors, and middle managers in a large unionized telecommunications company. Regression analyses show that participation in self-managed teams is associated with significantly higher levels of perceived discretion, employment security, and satisfaction for workers and the opposite for supervisors. Middle managers who initiate team innovations report higher employment security but otherwise are not significantly different from their counterparts who are not involved in innovations. By contrast, there are no significant outcomes for employees associated with their participation in off-line problem-solving teams.     

Impact of funding sources on innovation: evidence from Brazilian software companies

This paper aims to investigate the impacts of different sources of innovation funding on company performances in the context of an emerging economy. Brazilian software companies are selected as a case for this investigation. Data – related to the types of funding support received and eight types of company performances measured in binary scales – was collected through an online survey from 188 companies located across Brazil. A multivariate probit model was estimated to assess the impacts of different funding schemes on company performances – controlling for other confounding effects. The findings confirmed the critical importance of public innovation funding, and revealed that companies that: (1) Used public funds were more likely to become nationally competitive; (2) Used loans from commercial banks were less likely to become nationally and internationally competitive; (3) Reinvested revenues were more likely to gain market share, and help in increasing the number of employees; (4) Not aware of public funding schemes were less likely to invest on research, development, and innovation. The overall findings suggest the positive impacts of innovation funds on company performance. They can serve as a policy guide to develop targeted performance strategy to determine which funding scheme would be effective to foster what outcomes.     

Competitive strategies and new technology: an empirical investigation in the UK polymer processing industry

This paper examines how companies can achieve competitive advantage by fitting their business strategies to the way in which new technology implementation is managed. In particular, the inter-relationship between strategy, technology and performance is examined. Five strategic types and seven types of technological objectives were used to find combinations which were associated with high performance. It was found that companies pursuing a prospector strategy (a strategy based on product innovation) combined with technological objectives emphasizing marketing, image and technical development were the highest performing group of companies. The lowest performing companies were those where strategy was dominated by price competition.
The general conclusion of the paper is that, in order to achieve competitive advantage, companies need to see technology objectives as an inherent part of strategy. The study was carried out on a sample of twenty companies within the polymer processing industry, but the findings should be applicable to companies in other industries, and particularly to smaller companies.     

Strategizing in industrial networks

This paper provides an overview of the implications for strategizing offered by an industrial network perspective and a comparison of this view with strategic management thinking. We argue that it is crucial for a company to relate its activities to those of other firms in order to enhance its performance, and it is through the continuous combining and recombining of existing resources that new resource dimensions are identified and further developed within business relationships. From the standpoint of a single company, strategizing from an industrial network perspective implies that the heterogeneity of resources and interdependencies between activities across company boundaries, as well as the organized collaboration among the companies involved, must be considered simultaneously.     

电力上市公司高管人员薪酬影响因素实证分析

文章以电力上市公司2005年年报为研究基础,考察了电力上市公司的经营绩效与其高级管理层薪酬的关系,讨论了高管人员薪酬与管理绩效、公司规模、国有股比例等因素的相关性,并对上市公司高管的薪酬激励机制进行分析。     

Corporate strategy and the buying and selling of know-how

At this time, following a protracted period of recession, many companies have need to add to or change their technological base. For a company whose basic business is founded on a mature technology and unlikely to recover to its former level of activity, there is need to consider the transition process into a new area of development. For companies, on the other hand, whose businesses are inherently sound but now find themselves lagging behind technologically because of cut-backs and economies in their R&D spend during the recession, some process of catching up may be necessary. In either case, internal development is a possibility but, it is argued, unlikely to be able to act fast enough or to be of sufficient magnitude to make even catching up possible. The acquisition of know-how is an alternative course of action but one which companies can be loath to follow. These statements are supported by evidence on international comparisons of R&D expenditure, and on the national ratios of royalty payments and receipts in respect of know-how. The circumstances under which companies should consider such acquisition, and the strategic considerations guiding which know-how to purchase, are discussed.     

研发投入与企业业绩相关性研究——基于中国制造业上市公司的实证分析

研发投入是企业增强核心竞争力和实现可持续发展的关键因素。我国企业的研发投入主要集中在制造业。本文以制造业71家上市公司为研究对象,通过对样本公司R&D投入与企业业绩及企业价值的相关性分析,揭示企业R&D投入对企业业绩的影响作用及对公司价值提升的促进作用。研究结果表明,我国制造业上市公司的R&D投入强度偏低,R&D投入明显不足,但R&D投入强度在2007~2009年3年中逐年上升。企业当期R&D投入与企业当期营业毛利率有显著的正相关关系,滞后一期R&D投入与企业当期营业毛利率仍然存在较为显著的正相关关系,但滞后两期R&D投入与企业当期营业毛利率不存在显著的正相关关系。表明企业R&D投入对企业业绩有一定的影响,且存在一年的滞后性,滞后期较短。同时,企业的R&D投入与托宾Q值存在显著的正相关关系,说明企业的R&D投入与企业价值相关,R&D投入通过对企业业绩的影响来提升公司价值。