Shareholder Activism, "Voluntary" Restructuring, and Internal Labor Markets

We model an internal labor market in which employee behavior and compensation are affected by the firm's financial position and the threat of hostile takeover or other exercise of shareholder "voice." We show how good past performance can result in excessively generous promotion and pay decisions. While the threat of shareholder activism will remove this "slack," activists optimally face a positive cost barrier, which in turn varies across firms. The cost barrier is higher when cooperation or "helping" between employees is more important, and is lower when employees receive efficiency wages due to an inability to "pay" for their jobs. Since the importance of helping is associated with pay compression and "flat" pay ladders, such firms should also exhibit a greater degree of management entrenchment.     

Migration and the urban labour market: The case of San Salvador

This article analyzes the employment and incomes of migrants in the city of San Salvador. The study finds that, both rural-urban and urban-urban migrants experience income gains and are increasingly employed in the formal sector. However, the upward mobility of urban-urban migrants is much larger. Compared with urban natives, these migrants have higher income levels and employment rates after five years of urban residence, while rural-urban migrants earn much less and tend to remain in the informal sector more frequently. This evidence is contrary to findings obtained in other studies, for example Brazil, which showed that urban natives and migrants have comparable levels of income and employment. The authors suggest that the experience of rural-urban migrants is a result of the functioning of the urban labour market. Within this market a mechanism exists whereby access to the high-wage sector is limited by discriminating among workers. As a result, rural-urban migrants, often recognizable by their racial characteristics, are denied access to high-wage jobs.     

International Business Versus International Management? International Strategic Management from the View of point of Internalisation Theory

This article examines the theoretical bases of both international management and the internalisation approach to international business. Similarities include: attention to the ‘make or buy’ decision, interaction between locational and organisational variables and attention to internal control mechanisms. International management pays particular attention to the specific constraints on the firm's strategy arising from its history, dominant culture and leadership and to the process of management. The two approaches are used to analyse a single problem: the management of research and development, and it is found that important differences in emphasis remain. The approaches contrast but do not conflict.     

Economic Mode1ling, Ideology, Politics and Social Research:

In March this year, Peter Dixon became the second Director of the Institute, succeeding Professor Ronald Henderson, In this article, he comments on media reaction to his appointment and gives some views on the future direction of the Institute.     

Job location and the journey-to-work: An empirical analysis

In this paper we present and estimate a single equation model designed to explain the job-location behaviour of individuals living in a multi-centered metropolitan area. We test the model separately for heads of households and non-heads of households, as well as for the total working population, in order to isolate differences in commuting behaviour between primary and secondary wage earners. The relationships are estimated from 1971 Census, cross-section data using least squares multiple regression.The results of the location equation indicate that wage gradient variables are important determinants of job location for heads of households. On the other hand, non-heads are rather insensitive to the wage gradient. Rather, contrary to the decisions of heads, the job-location choices of non-heads are strongly influenced by socio-economic attributes, notably occupation, family size and age. Clearly, job-location decisions of primary wage earners (usually the household heads) are influenced by earnings-maximizing considerations while secondary earners (non-heads in general) put more weight on other socio-economic factors. The results also suggest that there is a hidden cost associated with uneven directional growth in the Toronto CMA. It is suggestive that urban planning strategies should reflect consideration of the greater desire or need for accessibility on the part of secondary wage earners (non-heads) and the need to balance residential and job opportunities at the extending margin of the urban area.