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The Effect of Employer Networks on Workplace Innovation and Training

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  • Christopher L. Erickson
  • Sanford M. Jacoby

Abstract

If innovative work practices improve performance, why does the intensity of their adoption vary substantially across establishments? Following a lead suggested by some sociological studies, the authors empirically investigate the role of social networks (ties to other organizations) in the organizational learning associated with diffusion of innovative work practices. Using establishment data on formal affiliation and other network measures, they find that managerial participation in networks—specifically, in industry and cross-industry associations, civic organizations, and the internal networks of multi-unit firms—positively affected both the probability that high-performance work practices and employee training programs would be adopted and, where they were adopted, the intensity of their adoption. Furthermore, multiple affiliations raised the likelihood that an establishment would pursue an intensive approach to work reorganization and training.

Suggested Citation

  • Christopher L. Erickson & Sanford M. Jacoby, 2003. "The Effect of Employer Networks on Workplace Innovation and Training," ILR Review, Cornell University, ILR School, vol. 56(2), pages 203-223, January.
  • Handle: RePEc:sae:ilrrev:v:56:y:2003:i:2:p:203-223
    DOI: 10.1177/001979390305600201
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    References listed on IDEAS

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    1. Schrader, Stephan, 1991. "Informal technology transfer between firms: Cooperation through information trading," Research Policy, Elsevier, vol. 20(2), pages 153-170, April.
    2. Steven J. Davis & John Haltiwanger, 1992. "Gross Job Creation, Gross Job Destruction, and Employment Reallocation," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 107(3), pages 819-863.
    3. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June.
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    Cited by:

    1. Marsden, David, 2010. "The end of national models in employment relations?," LSE Research Online Documents on Economics 48913, London School of Economics and Political Science, LSE Library.
    2. David Marsden & Richard Belfield, 2010. "Institutions and the Management of Human Resources: Incentive Pay Systems in France and Great Britain," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 235-283, June.
    3. Manuel Abrantes, 2014. "‘I Know It Sounds Nasty and Stereotyped’: Searching for the Competent Domestic Worker," Gender, Work and Organization, Wiley Blackwell, vol. 21(5), pages 427-442, September.
    4. Avner Ben-Ner & Stephanie Lluis, 2011. "Learning: What and How? An Empirical Study of Adjustments in Workplace Organization Structure," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 50(1), pages 76-108, January.
    5. Jaren Haber, 2016. "Institutionalized Involvement: Teams and Stress in 1990s U.S. Steel," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 55(4), pages 632-661, October.
    6. Asma, Hyder & Javaid, Zainab, 2009. "Impact of Training on Earnings: Evidence from Pakistani Industries," MPRA Paper 19570, University Library of Munich, Germany.

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