Work, Economy and Organizations Commons^™

Voice Without Say: Why Capital-Managed Firms Aren’T (Genuinely) Participatory, Justin Schwartz

Justin Schwartz

Why are most capitalist enterprises of any size organized as authoritarian bureaucracies rather than incorporating genuine employee participation that would give the workers real authority? Even firms with employee participation programs leave virtually all decision-making power in the hands of management. The standard answer is that hierarchy is more economically efficient than any sort of genuine participation, so that participatory firms would be less productive and lose out to more traditional competitors. This answer is indefensible. After surveying the history, legal status, and varieties of employee participation, I examine and reject as question-begging the argument that the rarity of genuine …

A Theory Without A Movement, A Hope Without A Name: The Future Of Marxism In A Post-Marxist World, Justin Schwartz

Justin Schwartz

Just as Marx's insights into capitalism have been most strikingly vindicated by the rise of neoliberalism and the near-collapse of the world economy, Marxism as social movement has become bereft of support. Is there any point in people who find Marx's analysis useful in clinging to the term "Marxism" - which Marx himself rejected -- at time when self-identified Marxist organizations and societies have collapsed or renounced the identification, and Marxism own working class constituency rejects the term? I set aside bad reasons to give on "Marxism," such as that the theory is purportedly refuted, that its adoption leads necessarily …

Missing Links: Referrer Behavior And Job Segregation (Appendix), Brian Rubineau, Roberto Fernandez

Brian Rubineau

No abstract provided.

Missing Links: Referrer Behavior And Job Segregation, Brian Rubineau, Roberto Fernandez

Brian Rubineau

The importance of networks in labor markets is well-known, and their job segregating effects in organizations taken as granted. Conventional wisdom attributes this segregation to the homophilous nature of contact networks, and leaves little role for organizational influences. But employee referrals are necessarily initiated within a firm by employee referrers subject to organizational policies. We build theory regarding the role of referrers in the segregating effects of network recruitment. Using mathematical and computational models, we investigate how empirically-documented referrer behaviors affect job segregation. We show that referrer behaviors can segregate jobs beyond the effects of homophilous network recruitment. Further, and …

Global Culture Concerns, Korcel M. Price

Korcel M Price

The following proposal seeks to change hiring, promoting, and firing practices among global and trans-national companies. The changes are intended to fortify the organization through better management, a better employee contract, and by moving closer to a learning organization.

At the heart of the proposal is the desire to move hiring, promoting, and firing practices to an external or internal third party, as means of creating a global culture that consistently applies the values of supra system’s organization.

Securing Access To Lower-Cost Talent Globally: The Dynamics Of Active Embedding And Field Structuration, Stephan Manning, Joerg Sydow, Arnold Windeler

Stephan Manning

This article examines how multinational corporations (MNCs) shape institutional conditions in emerging economies to secure access to high-skilled, yet lower-cost science and engineering talent. Based on two in-depth case studies of engineering offshoring projects of German automotive suppliers in Romania and China we analyze how MNCs engage in ‘active embedding’ by aligning local institutional conditions with global offshoring strategies and operational needs. MNCs thereby contribute to the structuration of field relations and practices of sourcing knowledge-intensive work from globally dispersed locations.Our findings stress the importance of institutional processes across geographic boundaries that regulate and get shaped by MNC activities.