The Prophecy of Place: A Labor Market Study of Young Women and Education

This study demonstrates that place—defined in this article as labor market area (LMA)— provides a useful context for examining how youth manage gendered situations. Places vary by conditions in which gender is more, less or differently salient, and a particular mix of factors accommodates different individual outcomes. This study utilizes multi–level modeling to examine influence of LMA characteristics on over–time educational measures for young women (Center for Human Resource Research 1994). Hierarchical models determine place–level effects on both average outcomes (within and between LMAs) and attainment processes. A major finding of this study is that aggregate place effects channel personal decisions and outcomes of young women. Young women's educational aspirations are dependent on gender– specific variables such as the number of women in college or the number of young women married in a local area. Attainment depends on the percentage of women in higher education and a local labor market's average age at first marriage. Further, what are assumed to be positive environmental effects (e.g., manufacturing dominance) are based on structural advantages for men and actually depress outcomes for women. Notably, the influence of place is independent of strong individual–level determinants, including social class.     

Value of Multinationality: Internalization, Managerial Self-interest, and Managerial Compensation

In this paper, we examine the impact of managerial self-interest on the value of multinationality. Since agency theory also suggests that a divergence between the interests of managers and shareholders can be aligned by effective managerial incentive, we also examine the effect of managerial compensation on the value of multinationality. Our results show that for high- Q (Tobin's Q > 1 ) firms, investors do not associate the spending of free cash flow on multinationality with the problem of overinvestments. For high- Q firms, it is also found that the value of multinationality can be enhanced by effective managerial incentives. For low- Q firms (Tobin's Q < 1 ), it is found that the concern of managerial self-interest overwhelms the benefits of internalization, making multinationality a value-decreasing event. For low- Q firms, managerial compensation is also ineffective in promoting value-enhancing foreign direct investments.     

The political economy of quality measurement: a case study of the USA slaughter cattle market

As agricultural products move from being economic commodities to quality–differentiated goods, price dispersion within specific markets increases and implicit subsidies from high quality producers to low quality producers are removed. The present paper examines how these distributional effects can influence patterns of support and opposition to changes in marketing arrangements. The simple model developed is calibrated using data from the USA slaughter cattle market. Estimates of the impact on prices of measuring quality more accurately are found to be similar in size to previous estimates of market power price suppression in the market.     

Working While the World Sleeps: A Consideration of Sleep and Shift Work Design

The evolution of society and economic pressure has provided the impetus for operating on a 24-hr basis in many industries. This has occurred with relatively little attention toward sleep deprivation and related problems facing shift workers and the organizations employing them. This paper first documents the move toward shift work and some sleep problems associated with it. We then describe sleep disorders that impact job performance. Next, we describe alternative schedules and give suggestions for shift work implementation. Finally, we offer some normative advice regarding the treatment of shift employees.     

Crafting Internal Hybrids: Complementarities,Common Change Initiatives,and the Team-Based Organization

Hybrid governance forms that seek to meld the virtues of both market control and traditional hierarchical control are alluring. Comparatively little research, outside of the M-form literature, has examined internal hybrids - hierarchical forms infused with elements of market control. This paper contends that common change initiatives, such as TQM, re-engineering, autonomous work teams, and group-based rewards, are appropriately viewed as attempts to craft internal hybrids by selectively infusing elements of market control within hierarchy. However, these change initiatives are often implemented in isolation and, as a consequence, violate patterns of complementarity that sustain traditional hierarchy or support the stable infusion of market control.The paper argues that these violations of complementarity often spiral hierarchies toward fundamental transformation. The clear trajectory of these transformations is to quite radically disaggregated organizations structured around teams. The paper presents both theory and evidence supporting the existence of complementarities among these common change initiatives.