This paper was published as Working Paper 22 by the Centre for Labour Market Studies, University of Leicester. It is also available from http://www.clms.le.ac.uk/research/wpapers.lassoThe processes of globalisation, technological change and the\ud intensification of international competition have produced a series\ud of changes in organisational forms which are now well established in\ud the literature. These include the delayering of organisations, the\ud greater use of techniques such as Total Quality Management, Quality\ud Circles, teamwork, the more widespread adoption of information\ud technologies, multi-skilling, improved communication systems and\ud more participative forms of management. During these debates it is\ud sometimes assumed that such practices automatically call forth new\ud skill demands such as problem-solving, communication and\ud teamworking. Yet apart from a few case studies there has been no\ud systematic attempt to identify the existence and distribution of these\ud skills within the labour force and to link them to the existence of new\ud organisational forms. By drawing on a nationally representative\ud survey of British employees, this paper – for the first time – provides\ud strong and robust empirical support for such a linkage
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