Economic growth, skill-biased technical change and wage inequality: A model and estimations for the US and Europe

In recent literature skill-biased technical change has been viewed as a major cause for wage inequality. Some modelling and presentation of stylized facts have been undertaken for US time series data. A preliminary study of wage inequality in a model with knowledge as input in an aggregate production function has been presented by Riddell and Romer [General Purpose Technologies and Economic Growth, 1998, MIT Press]. Although some important forces determining wage inequality are widely accepted we know little about the quantitative impact of each source and differences across countries. We present a growth model of the Romer type with innovation-based technical change and two skill groups where the growth of knowledge, the relative supply of the two skill groups, externalities and substitution effects among the two groups are the driving forces for wage inequality. We undertake estimates for US time series data and contrast those estimates with results from some European countries. In particular, we compare parameter estimations for US and German time series data. The paper concludes that there is less wage inequality across skills in Europe in contrast to the US on the macroeconomic level. But, considering disaggregated data we observe some increases in inequality for Germany, too. Although our model reveals important variables for the explanation of wage inequality there may, however, also be other factors, such as trade unions, which have impacted the wage spread.     

Book reviews

Ohne Zusammenfassung     

Die Verwirklichung des Wettbewerbs in der gewerblichen Wirtschaft

Ohne Zusammenfassung     

Mixed signals among tests for cointegration

This paper illustrates that, under the null hypothesis of no cointegration, the correlation of p‐values from a single‐equation residual‐based test (i.e., ADF or ) with a system‐based test (trace or maximum eigenvalue) is very low even as the sample size gets large. With data‐generating processes under the null or ‘near’ it, the two types of tests can yield virtually any combination of p‐values regardless of sample size. As a practical matter, we also conduct tests for cointegration on 132 data sets from 34 studies appearing in this Journal and find substantial differences in p‐values for the same data set. Copyright © 2004 John Wiley & Sons, Ltd.     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

weasel words born are every day

Sir Alfred Sherman, founder of the Centre for Policy Studies and distinguished journalist, defines and attacks 'weasel words'.     

FOCUS: The Social Responsibility of Business: Who Are the Responsible Agents?

Resolving the strongly polarised debate about whether or not business has social responsibilities may call for distinguishing more clearly between a business as a non-moral agent with a purely financial raison d'être and its managers who may have wider and more complex commitments. The author worked as a financial manager in industry and taught at City University Business School for many years, and also served on the professional conduct appeal committee of the Institute of Chartered Accountants in England and Wales. He is currently co-writing his third book, a study on business strategy.     

Economic Policy within a European Monetary Union

A European Monetary Union (EMU) and the complete transfer of the responsibility for monetary policy to a European central bank are no longer utopian ideas, but a politically highly relevant possibility. The question how economic policy goals can be achieved within such a monetary union is therefore gaining in importance.