Organising migrant workers: the living wage campaign at the University of East London

This critical case study looks at the campaign led by Citizens UK and Unison to get the University of East London (UEL) to sign up to the London living wage (LLW). UEL agreed to pay the LLW after a brief campaign in November 2010 and it was subsequently implemented in August 2011. The study charts the course of the campaign and draws on mobilisation theory and new primary research to account for its success. What our findings suggest is that community organisers and union activists were able to organise and mobilise a largely apolitical group of migrant workers. This, we suggest, can be explained by the successful mobilisation of the community and augurs well for future broad‐based campaigns.     

R&D Partnerships and Innovation Performance: Can There Be too Much of a Good Thing?

R&D collaboration facilitates the pooling of complementary skills, learning from the partner as well as the sharing of risks and costs. Research therefore stresses the positive relationship between collaborative R&D and innovation performance. Fewer studies address the potential drawbacks of collaborative R&D. Collaborative R&D comes at the cost of coordination and monitoring, requires knowledge disclosure, and involves the risk of opportunistic behavior by the partners. Thus, while for lower collaboration intensities the net gains can be high, costs may start to outweigh benefits if firms perform a higher share of their innovation projects collaboratively. For a sample of 2735 firms located in Germany and active in a broad range of manufacturing and service sectors, this study finds that increasing the share of collaborative R&D projects in total R&D projects is associated with a higher probability of product innovation and with a higher market success of new products. While this confirms previous findings on the gains for innovation performance, the results also show that collaboration has decreasing and even negative returns on product innovation if its intensity increases above a certain threshold. Thus, the relationship between collaboration intensity and innovation follows an inverted‐U shape and, on average, costs start to outweigh benefits if a firm pursues more than about two‐thirds of its R&D projects in collaboration. This result is robust to conditioning market success to the introduction of new products and to accounting for the selection into collaborating. This threshold is, however, contingent on firm characteristics. Smaller and younger as well as resource‐constrained firms benefit from relatively higher collaboration intensities. For firms with higher collaboration complexities in terms of different partners and different stages of the R&D process at which collaboration takes place, returns start to decrease already at lower collaboration intensities.     

Irrigation water productivity in Cambodian rice systems

Knowledge of the marginal productivity of water is crucial for decisions about its allocation between uses, which is particularly important in the context of increasing competition for water. Using primary, plot‐level panel data, this article estimates the marginal productivity of water from supplementary irrigation in lowland rice systems in Cambodia, taking into account farmer and plot heterogeneity as well as self‐selection of supplementary irrigation. Our estimates indicate a range of elasticities for rice output with respect to water inputs of between 0.057 and 0.069 for wet season production, substantially lower than previous estimates based on either aggregate or trial data. We discuss the policy implications of these results, in particular with respect to the utility of demand management policies and the challenges they pose to the decentralization of water management to Farmer Water Users Groups.     

El desempeño económico financiero y responsabilidad social corporativa Petrobrás versus Repsol

Alterations in the institutional environment, as a result of the markets integration process and the consequent alterations in stakeholders’ conduct are one of the important vectors of changes in companies’ behavior. In that context, in addition to their yields those companies happen to worry about their attitudes in relation to social and environmental factors. Thus, the corporate social responsibility (CSR) is seen as one more strategy to maintain or increase their income and to harness the enterprise development. The main purpose of this study is the verification of the existing relation between Social Responsibility and the economic and financial performance of two companies in the business of Petroleum, Gas and Bio-combustibles. The investigation was based on a comparison of social-environmental practices developed by Petrobras S/A (Brazil) and Repsol S/A (Spain). For the purpose of verification of the relation between social-environmental performance and the economic-financial one, a linear regression analysis was carried out.     

The niponic management of human resources in the performance of the enterprises in the Iberian Peninsula

This article had an objective of studying the niponic management of human resources in the performance of the enterprises that work in the Iberian Peninsula. The search was to evaluate the competition in these enterprises when the niponic management of human resources was used. There were two used data base： one with an economic nature treating the performance of productivity in an enterprise economic view, of salary and technologic, and the other about the niponic management of human resources adopted by the enterprises using an list of questions. Through statistic evaluations it was verified that the competition between enterprises with niponic capital, it＇s not induced by the economic competition, and the same enterprises used competitive strategies based on the qualification of the human resources and technological process.     

Managers and Wage Policies

Do individual top managers matter for wages and wage policies? Are there general differences in “style” among managers with respect to worker compensation? To shed light on these questions, we exploit a large panel dataset from Portugal that allows us to match workers, firms, and managers, and follow the movements of the latter across different firms over time. While accounting for the effect of worker and firm heterogeneity, we estimate the role of top manager fixed effects in determining wages and wage policies. The estimates suggest that (i) top managers have a significant influence on wages and wage policies; (ii) there exists different managerial “styles”; and (iii) managers’ (observable) attributes matter for worker compensation.