Skill biased organizational change? Evidence from a panel of British and French establishments
In this paper we investigate evidence for the "skill bias" of organizational change (OC). These include the decentralization of authority, delayering of managerial functions and increased multi-tasking. We use several sources of panel data on British and French establishments. Three findings emerge: (i) organizational change tends to reduce the demand for unskilled workers in both countries; (ii) OC is retarded by increases in regional skill price differentials (a measure of the relative supply of skill); (iii) OC leads to greater productivity increases in establishments with larger initial skill endowments. We argue that OC, technology and human capital are complementary assets of the modern enterprise. The widespread introduction of new organizational forms may be an important factor in the declining demand for less skilled workers in OECD countries.
|Date of creation:||1999|
|Contact details of provider:|| Postal: 48 boulevard Jourdan - 75014 PARIS|
Phone: +33(0) 1 43 13 62 30
Fax: +33(0) 1 43 13 62 32
Web page: http://www.cepremap.fr/
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:cpm:cepmap:9917. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Stéphane Adjemian)
If references are entirely missing, you can add them using this form.