Coalition theories: empirical evidence for dutch municipalities

The paper analyzes coalition formation in Dutch municipalities. After discussing the main features of the institutional setting, several theories are discussed, which are classified as size oriented, policy oriented and actor oriented models. A test statistic is proposed to determine the predictive power of these models. The empirical analysis shows that strategic positions as well as some of the distinguished preferences are important in the setting of Dutch municipalities. Especially, the dominant minimum number principle yields highly significant results for coalition formations in the period 1978–1986

Current barriers and possible solutions to effective project team formation and deployment within a large construction organisation

The characteristics of the construction industry present an extremely challenging context for effective human resource management (HRM). The dynamic project-based nature of the industry results in extreme fluctuations in organisations’ workloads and requires teams to form, develop and disband relatively quickly. Thus, the importance of efficient management of employee resourcing activities cannot be understated. This paper reports on the findings of research which explored employee resourcing practices within large UK construction firms. The results suggest that managers currently attempt to carry out some strategic planning with regards to employee resourcing, but that this does not necessarily translate into effective operational practice which simultaneously takes account of organisational, project and individual employee needs. A new approach for more effective employee resourcing decision-making, based on encouraging the involvement of the employees in the deployment process, is put forward as a management tool which informs effective team formation and deployment. However, this will require the acceptance of both decision-support technology and of employee input into what is currently a tacit, management-oriented decision process

Towards engaged pluralism in the study of European Union trade politics

Going back to the Kuhnian debate about the assumed incommensurability of different paradigms, we point at the need for engaged pluralism in political science. We illustrate this by giving illustrations from the different paradigmatic perspectives included in the special issue and how they could speak to each other. While this analysis clearly shows the limits and difficulties encountered during such an endeavor, we hope to have laid the basis for a more reflexive dialogue within the literature

Understanding preference formation in a matching market

We analyze the role of formal and informal information gathering in students' preference formation. We analyzed this role in the college admission process using Spanish individual data. We introduce students' risk aversion and information costs on the standard college admission problem. Then, we model the students' list formation as a two-stage procedure. In first stage, students must decide whether they gather information or not about a college. In the second stage, they give their preferred list to the matching office. The observed changes in preferences suggest that information gathering is important in the last two months of the process and that students with less ex-ante information are more affected by these changes

Trade in bilateral oligopoly with endogenous market formation

We study a strategic market game in which traders are endowed with both a good and money and can choose whether to buy or sell the good. We derive conditions under which a non-autarkic equilibrium exists and when the only equilibrium is autarky. Autarky is ‘nice’ (robust to small perturbations in the game) when it is the only equilibrium, and ‘very nice’ (robust to large perturbations) when no gains from trade exist. We characterize economies where autarky is nice but not very nice; that is, when gains from trade exist and yet no trade takes place

Balancing employee needs, project requirements and organisational priorities in team deployment

The 'people and performance' model asserts that performance is a sum of employee ability, motivation and opportunity (AMO). Despite extensive evidence of this people-performance link within manufacturing and many service sectors, studies within the construction industry are limited. Thus, a recent research project set out to explore the team deployment strategies of a large construction company with the view of establishing how a balance could be achieved between organisational strategic priorities, operational project requirements and individual employee needs and preferences. The findings suggested that project priorities often took precedence over the delivery of the strategic intentions of the organisation in meeting employees' individual needs. This approach is not sustainable in the long term because of the negative implications that such a policy had in relation to employee stress and staff turnover. It is suggested that a resourcing structure that takes into account the multiple facets of AMO may provide a more effective approach for balancing organisational strategic priorities, operational project requirements and individual employee needs and preferences more appropriately in the future

Theorizing EU trade politics

This special issue aims to take the first step towards an inter-paradigmatic debate in the study of European Union trade politics

Understanding employee resourcing in construction organizations

In recent years the literature on employee resourcing has consistently advocated the importance of adopting a holistic, strategic approach to employee deployment decision making rather than adopting a reactive needs-based approach. This is particularly problematic in construction where the multi-project environment leads to constantly changing resource requirements and to changing demands over a project's life cycle. This can lead to inappropriate decisions, which fail to meet the longer-term needs of both construction organizations and their employees. A structured and comprehensive understanding of the current project team deployment practices within large construction organizations was developed. Project deployment practices were examined within seven case study contracting firms. The emergent themes that shaped the decision-making processes were grouped into five broad clusters comprising human resource planning, performance/career management, team deployment, employee involvement and training and development. The research confirms that a reactive and ad hoc approach to the function prevails within the firms investigated. This suggests a weak relationship between the deployment process and human resource planning, team deployment, performance management, employee involvement and training and development activities. It is suggested that strategic HR-business partnering could engender more transparent and productive relationships in this crucial area