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Multiskilling, Technical Change and the Japanese Firm

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Author Info
Carmichael, H Lorne
MacLeod, W Bentley

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Abstract

Worker cooperation with technical change accounts for much of the success of large Japanese firms. The authors argue t hat this cooperative attitude is due in large part to multiskilling. By training workers in more than one job, a firm assures its workers th at they will not be made worse-off by labor-saving innovations. In a simple model, the authors show that multiskilling leads to an endoge nous distinction between "permanent" and "temporary" workers, wages that are attached to the worker rather than the job, and comparative advantage in process style innovations. There is even a role for the company song. Copyright 1993 by Royal Economic Society.

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Publisher Info
Article provided by Royal Economic Society in its journal The Economic Journal.

Volume (Year): 103 (1993)
Issue (Month): 416 (January)
Pages: 142-60
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Handle: RePEc:ecj:econjl:v:103:y:1993:i:416:p:142-60

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  1. Carstensen, Vivian, 1999. "Beschäftigungssicherung durch Arbeitszeitflexibilisierung," Diskussionspapiere der Wirtschaftswissenschaftlichen Fakultät der Universität Hannover dp-228, Universität Hannover, Wirtschaftswissenschaftliche Fakultät. [Downloadable!]
  2. Bingley, Paul & Eriksson, Tor, 2001. "Pay Spread and Skewness, Employee Effort and Firm Productivity," Working Papers 01-2, University of Aarhus, Aarhus School of Business, Department of Economics. [Downloadable!]
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  3. Hodaka Morita, 2002. "Multiskilling, Delegation, and Continuous Process Improvement: A Comparative Analysis of U.S.-Japanese Work Organizations," Labor and Demography 0207004, EconWPA. [Downloadable!]
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  4. Kim, YoungGak, 2007. "A Survey on Intangible Capital," CEI Working Paper Series 2007-10, Center for Economic Institutions, Institute of Economic Research, Hitotsubashi University. [Downloadable!]
  5. D. Gatti, 1997. "Flexible Technology, Unemployment and Effort: The Role of the Organization of the Firm," Working Papers ir97004, International Institute for Applied Systems Analysis. [Downloadable!]
  6. Yijiang Wang, . "Product Market Conditions and Job Design," Working Papers 0402, Industrial Relations Center, University of Minnesota (Twin Cities Campus). [Downloadable!]
  7. Carstensen, Vivian, 2000. "Employment Stability via Annualized Hours Contracts," Diskussionspapiere der Wirtschaftswissenschaftlichen Fakultät der Universität Hannover dp-230, Universität Hannover, Wirtschaftswissenschaftliche Fakultät. [Downloadable!]
  8. Lindbeck, Assar & Snower, Dennis J., 1997. "Centralized Bargaining, Multi-Tasking and Work Incentives," Seminar Papers 620, Stockholm University, Institute for International Economic Studies. [Downloadable!]
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  9. Casey Ichniowski & Kathryn Shaw & Giovanna Prennushi, 1995. "The Effects of Human Resource Management Practices on Productivity," NBER Working Papers 5333, National Bureau of Economic Research, Inc. [Downloadable!] (restricted)
  10. Metin M. Cosgel & Thomas J. Miceli, 1998. "On Job Rotation," Working papers 1998-02, University of Connecticut, Department of Economics. [Downloadable!]
  11. Rob Simmons & D Berri, 2007. "Does it pay to specialize? The story from the Gridiron," Working Papers 005290, Lancaster University Management School, Economics Department. [Downloadable!]
  12. C. M. Tam, Thomas K. L. Tong, S. O. Cheung, Albert P. C. Chan, 2001. "Genetic algorithm model in optimizing the use of labour," Construction Management & Economics, Taylor and Francis Journals, vol. 19(2), pages 207-215, March. [Downloadable!] (restricted)
  13. Paolo Pini & Grazia Santangelo, 2005. "Innovation types and labour organisational practices: A comparison of foreign and domestic firms in the Reggio Emilia industrial districts," Economics of Innovation and New Technology, Taylor and Francis Journals, vol. 14(4), pages 251-276, June. [Downloadable!] (restricted)
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