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Skill biased organisational change?: evidence from British and French establishments

By E. Caroli and John Van Reenen

Abstract

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

Topics: HC Economic History and Conditions
Publisher: Oxford University Press
Year: 2001
DOI identifier: 10.1162/003355301753265624
OAI identifier: oai:eprints.lse.ac.uk:5
Provided by: LSE Research Online
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