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Catching a Wave: the Adoption of Voice and High Commitment Workplace Practices in Britain: 1984-1998

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  • Alex Bryson
  • Rafael Gomez
  • Tobias Kretschmer

Abstract

In this paper we treat workplace voice and systems of high-commitment human resource management (HCHRM) as technological innovations in order to account for the uneven diffusion patterns observed across establishments. Using British data, the paper finds that variables highlighted in the technological diffusion literature are significant predictors of voice and HRM adoption decisions. Workplace size, size of multi-establishment network, ownership type, set-up date and network affects all play a significant role in high-commitment HRM adoption. We also find that union presence, per se, is not an inhibitor to the adoption of high commitment HRM practices.

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Bibliographic Info

Paper provided by Centre for Economic Performance, LSE in its series CEP Discussion Papers with number dp0676.

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Date of creation: Feb 2005
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Handle: RePEc:cep:cepdps:dp0676

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Web page: http://cep.lse.ac.uk/_new/publications/series.asp?prog=CEP

Related research

Keywords: High-commitment work practices; voice; unions; technology diffusion; complementarities;

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  1. Bikhchandani, Sushil & Hirshleifer, David & Welch, Ivo, 1992. "A Theory of Fads, Fashion, Custom, and Cultural Change in Informational Cascades," Journal of Political Economy, University of Chicago Press, vol. 100(5), pages 992-1026, October.
  2. Geroski, P. A., 2000. "Models of technology diffusion," Research Policy, Elsevier, vol. 29(4-5), pages 603-625, April.
  3. Alex Bryson, 2001. "Union Effects On Managerial and Employee Perceptions of Employee Relations in Britain," CEP Discussion Papers dp0494, Centre for Economic Performance, LSE.
  4. Richard R Nelson & Alexander Peterhansl & Bhaven Sampat, 2004. "Why and how innovations get adopted: a tale of four models," Industrial and Corporate Change, Oxford University Press, vol. 13(5), pages 679-699, October.
  5. Heli Koski & Tobias Kretschmer, 2004. "Survey on competing in network industries : firm strategies, market outcomes, and policy implications," LSE Research Online Documents on Economics 803, London School of Economics and Political Science, LSE Library.
  6. Milgrom, Paul & Roberts, John, 1995. "Complementarities and fit strategy, structure, and organizational change in manufacturing," Journal of Accounting and Economics, Elsevier, vol. 19(2-3), pages 179-208, April.
  7. Michael T. Hannan & L·szlÛ PÛlos & Glenn R. Carroll, 2004. "The evolution of inertia," Industrial and Corporate Change, Oxford University Press, vol. 13(1), pages 213-242, February.
  8. Heli Koski & Tobias Kretschmer, 2004. "Entry, Standards and Competition: Firm Strategies and the Diffusion of Mobile Telephony," Review of Industrial Organization, Springer, vol. 26(1), pages 89-113, November.
  9. John Godard, 2004. "A Critical Assessment of the High-Performance Paradigm," British Journal of Industrial Relations, London School of Economics, vol. 42(2), pages 349-378, 06.
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Cited by:
  1. Jo Blanden & Stephen Machin & John Van Reenen, 2005. "New survey evidence on recent changes in UK union recognition," LSE Research Online Documents on Economics 768, London School of Economics and Political Science, LSE Library.
  2. Antonioli, Davide & Mancinelli, Susanna & Mazzanti, Massimiliano, 2013. "Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies," Research Policy, Elsevier, vol. 42(4), pages 975-988.

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