Skill-Biased Organizational Change? Evidence from a panel of British and French establishments
This paper investigates the determination and consequences of organizational changes (OC) in a panel of British and French establishments. Organizational changes include the decentralization of authority, delayering of managerial functions, and increased multitasking. We argue that OC and skills are complements. We offer support for the hypothesis of "skill-biased" organizational change with three empirical findings. First, organizational changes reduce the demand for unskilled workers in both countries. Second, OC is negatively associated with increases in regional skill price differentials (a measure of the relative supply of skill). Third, OC leads to greater productivity increases in establishments with larger initial skill endowments. Technical change is also complementary with human capital, but the effects of OC is not simply due to its correlation with technological change but has an independent role.
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|Date of creation:||Nov 2001|
|Date of revision:|
|Publication status:||Published in The Quarterly Journal of Economics, 2001, Vol. 116, no. 4. pp. 1449-1492.Length: 43 pages|
|Contact details of provider:|| Web page: http://www.dauphine.fr/en/welcome.html|
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