Multiskilling, Technical Change and the Japanese Firm
AbstractWorker 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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Bibliographic InfoPaper provided by Universite de Montreal, Departement de sciences economiques in its series Cahiers de recherche with number 9112.
Length: 35P. pages
Date of creation: 1991
Date of revision:
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Technological Change ; Enterises ; Labour Market;
Other versions of this item:
- Carmichael, H Lorne & MacLeod, W Bentley, 1993. "Multiskilling, Technical Change and the Japanese Firm," Economic Journal, Royal Economic Society, vol. 103(416), pages 142-60, January.
- Carmichael, H.L. & Macleod, W.B., 1991. "Multiskilling, Technical Change And The Japanese Firm," Cahiers de recherche 9112, Centre interuniversitaire de recherche en économie quantitative, CIREQ.
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