Cooperation in a fixed-membership labor-managed enterprise

Conditions are examined under which we can ensure efficiency in a fixed-membership labor-managed firm when the preferences of members over labor and income are unknown. The main result is the derivation of a necessary and sufficient condition on technology that ensures that we can find some reward scheme that gives efficient outcomes. Some commonly suggested reward schemes are examined and it is shown that assumptions that have been used to simplify previous analysis are, in fact, critical to many of the results that have been obtained.     

Fortress Bethesda

Critics within and outside the National Institutes of Health say that NIH's central administration is hostile and defensive and needs to be shaken up. They hope a new director will do just that.     

A working paper from April 1985: Which demand elasticities do we know and which do we need to know for policy analysis?

This paper presents some results on the theory and estimation of intertemporal allocation mechanisms. The results rely heavily on the distinction between anticipated changes and unanticipated changes.     

Realising competitive advantage through HRM in New Zealand service industries

An emerging source of competitive advantage for service industries is the knowledge, skills and attitudes of their employees. Indeed, achievement of a ‘service quality’ culture, considered imperative for competitive advantage in service organisations, supposedly results from the use of best practice human resource management (HRM), and from a strategic approach to their implementation. This paper empirically explores the use of these dimensions of HRM as a source of competitive advantage. It finds high-performing service organisations actively engage best practices across the areas of recruitment and selection, training and development, communication and team working. Evidence of a strategic approach to the implementation of these practices is also found.