Bargaining over employment as a firm strategic choice

This paper develops a simple model as to why unionized Cournot firms acting non-cooperatively in the product market may find it optimal to commit to bargaining outcomes with their specific union, which are off the labor demand curve, hence restricting their behavior to non-profit maximizing practices in their product markets. The prediction that power over labor conceded strategically to the union by the firm is negatively linked to union wage power is not rejected on a panel of Belgian firms as well as the prediction that the union bargaining power can be affected by product market structure and other variables affecting union wages.     

The effects of workers' participation on enterprise performance: Empirical evidence from French cooperatives

The results of estimating production functions augmented by various measures of workers' participation on a large enterprise level data set of French cooperatives are reported. Value added is found to be an increasing function of participation in profits, in collective membership and in ownership, even when a wide assortment of enterprise specific and environmental factors are taken into account. This finding is very robust, surviving tests between alternative specifications of technology, for reverse causality, for simultaneous equation bias and for multicollinearity. The typical productivity effect from participation, however, is small, around 5% of output. The results suggest that Western policymakers should investigate ways to increase workers' participation in capital stakes and profit shares.     

R&D-based strategies in the semiconductor and drug industries: rationale, organization and actions

The author's aim was to elicit the factors that determine the success or failure of corporate innovations in the European semi-conductor and pharmaceutical industries. To do this he divided firms into two groups, the members of one having a good innovation record ('prospectors') and of the other a poor one ('would-be innovators'). Members of both groups spent heavily on R&D. The author used as his data-base a combination of publicly available data, interviews and questionnaires administered to staff.
Among the success factors identified are the following: Concentrate innovation projects and related R&D into fairly restricted channels; minimise diversification; work to explicit but not too detailed top management guidelines for innovation activity; define clear and realistic goals; minimise red-tape and formality and be willing to revise plans frequently; ensure a close relationship between R&D, Marketing and Manufacturing, but allow R&D to maintain a long-range perspective; provide a stimulating, supportive and well-supervised working environment.     

Business services: Markets and transactions

Tertiary activities and among them business services represent an increasingly dominant share of GDP. The main purpose of this paper is to show that the concepts and theories which have been developed mainly with reference to industrial, essentially material, activities are not relevant for service, dominantly non-material, activities, more particularly for informational business services. These-the way they operate, the relations between the actors, the processes through which values are created and prices are determined...-are substantially different, and would thus seem to require substantially, or even radically different approaches and theories.